Fos­ter­ing an ‘ Em­ployer of Choice’ Cul­ture

Thai-American Business (T-AB) Magazine - - Contents - Writ­ten by: Chanan­yarak Phetcharat

Com­monly held per­cep­tions sug­gest that a com­pany po­si­tion­ing it­self as Em­ployer of Choice is all about pay­ing the high­est salaries, pass­ing out the rich­est bonuses and de­liv­er­ing the most di­verse prov­i­dent funds with the high­est pos­si­ble re­turns. While th­ese bot­tom line con­sid­er­a­tions are im­por­tant and do of­ten sway some peo­ple to choose a par­tic­u­lar em­ployer, they do not present the com­plete pic­ture. To­day, employees want more than money. And em­ploy­ers of all sizes and in a broad swath of in­dus­tries need to take no­tice.

As an em­ployer, just con­sider for a mo­ment what ef­fect on your busi­ness would arise from your an­nu­ally los­ing 20- 30 per­cent of your staff. How would this af­fect your prof­itabil­ity, pro­duc­tiv­ity and the moral of those left be­hind, still work­ing at your com­pany, with many de­mor­al­ized as they see more and more of their col­leagues leave?

Em­ployer Value Propo­si­tions ( EVPS) es­sen­tially go be­yond the money fac­tors and el­e­vate the im­por­tance and sta­tus of cre­at­ing a sus­tain­able com­pany HR ‘ in­fra­struc­ture’. This care­fully nur­tured cul­ture of a com­pany en­ables employees to con­tin­u­ally get bet­ter at what they do and make a con­tri­bu­tion to the suc­cess of the com­pany through the re­spon­si­bil­i­ties they are given, the chal­lenges they face daily and the recog­ni­tion they are granted for a ‘ job well done’.

In­creas­ingly, employees con­firm that while they very much be­long to and are an in­te­gral part of a com­pany and its growth, they want to have more in­de­pen­dence and au­ton­omy with con­sid­er­able power to make largely un­re­stricted de­ci­sions on their own. They want to feel em­pow­ered and this fea­tures very promi­nently as a fac­tor in in­creas­ing em­ployee loy­alty.

Even with the ad­vent of the dig­i­tal era, employees are very im­por­tant to the best or­ga­ni­za­tions and con­sti­tute a pri­mary com­pet­i­tive ad­van­tage in re­tain­ing cur­rent cus­tomers and win­ning new ones.

DHL’ s Cer­ti­fied In­ter­na­tional Spe­cial­ist ( CIS) train­ing pro­gram en­sures that lit­er­ally all of our nearly 1,000 employees in Thai­land have the req­ui­site knowl­edge of all rel­e­vant facets of the in­ter­na­tional ex­press busi­ness. Mod­ules for th­ese and many other train­ing pro­grams are con­tin­u­ally re­viewed and up­dated to match cur­rent mar­ket dy­nam­ics in any given coun­try and en­sure to­tal and mean­ing­ful en­gage­ment with employees.

The essence of em­ployee en­gage­ment is to drive out­stand­ing cus­tomer ser­vice and loy­alty, cre­at­ing a cus­tomer- cen­tric or­ga­ni­za­tion. We in­tro­duced the Cer­ti­fied In­ter­na­tional Spe­cial­ists train­ing pro­gram glob­ally in July 2010. CIS is not a tra­di­tional train­ing plat­form. It was de­signed first and fore­most as an en­gage­ment tool. To un­der­score its im­por­tance, it has been de­liv­ered not only by pro­fes­sional train­ers, but by our own man­age­ment.

The pro­gram em­ploys in­no­va­tive learn­ing method­olo­gies to train employees across all func­tions on the fun­da­men­tals of in­ter­na­tional ship­ping, en­hanc­ing their knowl­edge of es­sen­tial as­pects, such as im­port/ ex­port doc­u­men­ta­tion and trans­port reg­u­la­tions and pro­cesses. Through video in­ter­views, it has also en­gaged for­mer ex­ec­u­tives of the com­pany in telling the story of the en­tre­pre­neur­ial roots of DHL and the val­ues that helped the com­pany to be­come a global leader in lo­gis­tics.

To date, CIS has been de­liv­ered to over 100,000 employees in more than 220 coun­tries and ter­ri­to­ries world­wide, making it one of the largest cor­po­rate train­ing pro­grams ever im­ple­mented. The ma­te­ri­als have been trans­lated into 42 lan­guages.

How­ever, this mea­sure­ment means very lit­tle, be­cause the im­pact for our busi­ness goes way be­yond th­ese num­bers. The CIS pro­gram has re­formed and re­shaped the cul­ture of our com­pany, em­pow­ered employees to be part of the growth story and helped them to de­velop skills that they can build fur­ther on within their own ca­reers.

Our busi­ness, like most oth­ers, is still op­er­ated and man­aged by hu­man beings, and the ben­e­fits of multi- mil­lion dol­lar in­vest­ments in trans­porta­tion in­fra­struc­ture and tech­nol­ogy will be ren­dered mean­ing­less if a courier who is de­liv­er­ing a ship­ment de­cides to take a bad day at home out on a cus­tomer. In the case of a courier who is en­thused and pas­sion­ate about the work they do, how­ever, it goes with­out say­ing that the ben­e­fits will in­crease over time.

With th­ese and other train­ing and de­vel­op­ment pro­grams avail­able to employees there is in­deed no limit to the up­ward ‘ fast track’ ca­reer tra­jec­tory within suc­cess­ful com­pa­nies for mo­ti­vated and de­ter­mined staff. Couri­ers should be given a path to and can in­deed be­come Coun­try Man­agers at the very best and award- win­ning Em­ploy­ers of Choice.

Chanan­yarak Phetcharat is Man­ag­ing Di­rec­tor at DHL Ex­press Thai­land – In­dochina.

Chanan­yarak Phetcharat

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