May 17, 2020

DHL: Talent management within logistics

Supply Chain
Georgia Wilson
5 min
Lindsay Bridges, Senior Vice President of HR, Deutsche Post DHL (DPDHL) Supply Chain, UK and Ireland, discusses talent management at DHL.
Lindsay Bridges, Senior Vice President of HR, Deutsche Post DHL (DPDHL) Supply Chain, UK and Ireland, discusses talent management at DHL.

Deutsche Post...

Lindsay Bridges, Senior Vice President of HR, Deutsche Post DHL (DPDHL) Supply Chain, UK and Ireland, discusses talent management at DHL.

Deutsche Post DHL (DPDHL) Group is a world leader when it comes to mail and logistics. The group operates under two brands: Deutsche Post provides postal services to Europe and DHL offers international express, freight transportation, e-commerce and supply chain management services.

Lindsay Bridges, Senior Vice President of HR, Deutsche Post DHL (DPDHL) Supply Chain, UK and Ireland, has worked at DHL for 25 years. Bridges began her career at DHL in an operational role before moving to HR. Over the last 12 years, Bridges has led HR functions in multiple regions around the world. Today, Bridges leads the HR function for the UK and Ireland.

Bridges describes DHL as, “a diverse, and globally connected business, that is exciting to work for. The opportunity to progress and develop within the company both in the UK and abroad for the individual is endless. Many of our colleagues have moved around the world with the company.” Over the last 16 months, Bridges has not only been focusing on traditional HR functions of talent learning and development, but driving engagement and a change in culture too. “We want to strengthen our core business, DHL’s Strategy 2025 provides a framework for accelerating opportunities,” says Bridges, who highlights that talent management is an important aspect of her role. 

“Logistics is a marketplace driven by the employee,” continues Bridges. “It is important that our talent strategy ensures DHL hires and manages its employees effectively in order to develop their skills and progress them within the business.” In order to do so, DHL uses a lifecycle approach that clearly maps out an employee’s journey. “There are key ‘moments that matter in an employee’s journey that are an integral aspect of how we manage and maintain talent,” says Bridges. When it comes to retaining talent, Bridges acknowledges that expectations are changing, “candidates want to work for more than just a pay cheque. They want a flexible career, clear progression and managers that act as mentors,” continues Bridges. With the help of data analytics, DHL has been developing these key areas to further improve inclusivity as well as increase staff retention. “Our data points - generated by running focus and listening groups - show us that those who have clearly defined career paths stay with us longer,” comments Bridges. “We’ve used this data to create bespoke employee journeys, tailored to specific groups of individuals,” she adds. To manage performance at DHL, “colleagues have regular feedback sessions with their line managers to ensure there is a two-way conversation about performance which is then fed into a bespoke employee map outlining their journey, objectives and goals.” Bridges also notes, in 2019, DHL piloted an employee experience management tool which includes coaching, mentoring and practical development plans.

Looking back on the evolution of HR functions, Bridges highlights that “HR has shifted. Strategic HR has always been on the agenda but it is being elevated.” DHL’s talent strategy is now focused on making its recruitment process more efficient and effective using ‘competency-based’ recruiting and automation. “We want to better develop managers and leaders through programmes to reinforce culture, instil values, and create a sustainable leadership.” 

When it comes to maintaining and developing talent, DHL offers its employees a ‘Certified Specialist Programme’ that provides a suite of products, delivered by subject matter experts to enhance leadership, operations and functions capabilities. “We place emphasis on practical application of learning and on the job learning, while empowering colleagues to take control of their development,” says Bridges. In addition to the company’s ‘Certified Specialist Programme’, DHL wants to upskill its workforce at all levels, through tailored programmes that align to business needs and priorities. “We have developed our own training schools for warehouse colleagues and drivers looking to progress through our operations as well as for employees leading a department and looking to make the next steps into senior management.” DHL also partners with specialist training providers to offer apprenticeship schemes ranging from a level two qualification (equivalent to two GCSE’s) through to a level seven qualification (equivalent to a Masters). 

With sustainability and digital transformation being key 2019 trends within the business world, Bridges highlights that it is talent and good leadership that provides DHL with a competitive advantage. “We continuously communicate with our colleagues, ensuring they have the necessary tools to upskill where needed. As we adopt cleaner and greener technology into our fleet, we make sure our drivers are fully informed and coached.” In addition, DHL now offers a robotics engineer apprenticeship for employees to upskill their talent as technology continues to advance. 

Reflecting on the company, Bridges believes that DHL’s ‘Certified Specialist Programme’ is the company’s biggest success to date within talent management, which the company will be continuing to develop to ensure cohesion across the business. In addition, Bridges advocates that DHL’s strengths when it comes to talent management are, its global presence, its employee journey mapping process and its talent programmes. “We have defined the moments that matter the most to our employees and this has had a positive effect on onboarding, engagement, retention and productivity metrics.”

DHL continues to aspire to be agile enough to quickly identify competency gaps to deliver training, e-learning, or development programs where needed, as well as utilising these gaps to inform how the company hires the right people.


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Jun 24, 2021

Kuehne+Nagel cuts carbon footprint by 70% for Honda China

2 min
Road-to-rail logistics solution will reduce carbon emissions at the automaker by 70%, stripping 16,000 tonnes of CO2 from its supply chain

Around 16,000 tonnes of CO2 has been cut from supply chain of Honda's China-based manufacturing division through a road-to-rail transformation in partnership with logistics leader Kuehne+Nagel

The programme was developed through KN Sincero, the joint venture between Swiss headquartered Kuehne+Nagel and Chinese automotive logistics firm Sincero, established in 2018. 

KN Sincero worked with Honda China to develop an integrated solution to convert much of its domestic long-haul trucking to train lines, using regional hubs to improve supply chain performance and further reduce carbon emissions. The programme delivered consolidations as well as value-added services, including sorting, scanning, repackaging, GPS track and trace, and recyclable container management. 

"Kuehne+Nagel has always been a supply chain partner that we can rely on, to help us improve our supply chain performance whilst also achieving our environmental goals,” said Mr. Jiang Hui and Mr. Takuji Kitamura, Joint General Manager of Wuhan Dong Hon, the logistics affiliate of Dongfong Honda Automotive. 

After six months of shifting to the road-to-rail model, new supply chain reliability and efficiencies are expected too trip 16,000 tonnes of carbon emissions annually. The carbon savings represent an enormous 70% reduction in total. 

"Automotive is one of the most important sectors in contract logistics, particularly in China, the world’s largest automotive market,” added Gianfranco Sgro, member of the Management Board of Kuehne + Nagel International AG, responsible for Contract Logistics. “I am glad that Kuehne+Nagel and Honda share a common vision of service, innovation and sustainability.”

Kuehne+Nagel’s Net Zero Carbon programme 

Kuehne+Nagel announced its Net Zero Carbon programme in 2019 with a dual purpose to reduce CO2 output in its own logistics operations, as well as partnering with organisations to minimise their own impact on the planet. Kuehne+Nagel reached carbon neutrality globally in 2020 throughout its own, direct emissions, and is now focused on developing its capabilities to serve partners. 

Dr. Detlef Trefzger, Chief Executive Officer of Kuehne+Nagel International AG, said the programme is “a package of measures to fight CO2 emissions and provide sustainable and innovative supply chain solutions – hand in hand with our suppliers and customers”. 

As part of the initiative, Kuehne+Nagel established its own nature projects in Myanmar and New Zealand, and invested in ‘nature-based’ carbon dioxide compensation projects to strip harmful emissions from the environment. It is committed to being CO2 neutral for shipments in its network of transport suppliers by 2030. 

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