HUMAN RESOURCE

DHL's Human Resource Professionalism

DHL's Human Resource Professionalism

Introduction

Employees form the backbone of any successful organization. Valued members of staff can make, or break, a company's success, so it is essential that employers do their best to keep them happy. However, one of the most effective ways to create and maintain staff satisfaction is arguably one of the least practiced.

Communication is the key to employee engagement. On a practical level, internal communications help employees to understand a company's vision, values and culture, while on a more subliminal note, good internal communication is one of the most effective ways to build strong relationships and forge a sense of fulfillment.

DHL looked at several factors including technical and linguistic skills of local workers. “A mastery of English is a key skill set.” (Case Study Brief, p2, 2004). A common language improves the communication process and reduces the “lost in translation” effect (Gummesson, 1999). Appliance Ware has managers that bridge the partnership with Sam Solutions and handle translation issues between the two development centers. This is important to keep development projects on track and in the right direction - working together with the business.

Company Background and Organization

As the world's leading express and logistics company, DHL is a truly global brand. Operating in some 225 countries and territories worldwide, it employs over 285,000 people and services more than 4.2 million customers.

DHL comprised two companies: DHL Airways which based in San Francisco and managed all U.S operation and DHL International which based in Brussels and managed all operations outside the U.S. Each company was the exclusive delivery agent of the other. The main reason DHL is involved in domestic shipping within the U.S is to lower costs and increase the reliability of their international shipment.

In 1990, DHL accounted for only 3% of intra-U.S air express shipment but 20% of overseas shipment from the U.S. DHL grew rapidly and, by 1990, serviced 189 countries,. DHL used a hub system to transport shipment around the world. In 1991 the company operated 12 hubs. Within Europe, the U.S, and the Middle-East, DHL generally used owned or leased aircraft to carry its shipments, while on most intercontinental routes it used scheduled airlines. In 1991, 65% of DHL shipments were sent via scheduled airlines and 35% via owned or leased aircraft. In 1990 DHL had 900,000 accounts of which the top 250 account represented 10% of revenues and 15% of shipments.

DHL had only about 10 global contract with customers (represent 1% of revenues), as few multinational corporation (MNC) headquarters had expressed interesting in negotiation such agreements. Most MNCs were decentralized. DHL did have many regional agreements with MNCs as well as contracts in individual country markets (Doyle, 1998).

DHL was organized into nine geographic regions. Regions manager oversaw the relevant country managers and/ or DHL agents in their regions and held profit and loss responsibility for performance within their territories. The main function of the worldwide marketing services group were business development, information transfer, communication of best practice ideas, and sales ...