HR Conference Mexico City May 2008 [Compatibility Mode]

Martin Wandmaker
Mexico City, May 2008
HR Managers Conference
International Americas

AGENDA
1. The HR Must Do’s
2. Our approach to Talent Management
4. Delivering the 70 of the 70:20:10
3. Formation of talent pipelines & scorecard measurement
International Americas – Human Resource Managers Conference – Mexico 2008 Page 2

ORGANISATION CHART
GLOBAL TALENT MANAGEMENT TEAM, May 2008
Martin Wandmaker
Global VP
Talent Management
Page 3
Michael Winkler
Global Talent
Mgmt Specialist
• Employment brand
• On-the-job development
• Management assessment
Letoya Mbuthia
Global Talent
Mgmt Analyst
• Motiv8 online
• Panel calendar
• Panel follow up
Alina Marian
Intern
• Recognition programs
• Motiv8 panel video
• AIESEC
Maria J. Viciano
Global HRD
Executive
• Global Job Watch
• E-learning platform
• Global Projects adhoc

2008 HR Must Do’s
Talent Management
Employee Experience2
1
Improve organizational effectiveness through the
implementation of the “get, keep and grow” strategy to meet
the business needs of today & tomorrow
International Americas – Human Resource Managers Conference – Mexico 2008 Page
3
Employee Experience
Productivity of Employment and Cost Management
2
Create an employee experience that makes DHL the First Choice for
Employees and Customers
Continuously improve employee productivity and cost of employment.
Key elements are staff turnover, unproductive paid work hours, health,
wellness and safety (cost of injuries & accidents) & retirement
schemes

Dr. Susanne Böhlich HR Marketing & Graduate Development 5

Dr. Susanne Böhlich HR Marketing & Graduate Development 6

Worldwide it will become increasingly difficult to
attract the right people
Aging
workforce:
at Mail Germany,
more than 50% of
employees older
than 40
Shortage of
experience
Chinese companies
require 75,000
Shortage of IT and
Engineering skills:
Demand exceeds
supply by >20%
Shortage of
qualified Leaders:
44% of businesses
in Canada report
having difficulty in
finding qualified
leaders
Fast Growing
Country: Need >100
people/month to fill the
growing vacancies in
Russia.
Page 7
Retirement: 20% of
Fortune 500 Senior
Executives are
currently eligible for
retirement
Growing
markets:
Hire ~18,000
new employees in
Express Asia
require 75,000
internationally
experienced leaders –
currently there are
3,000-5,000
Source: CLC; DPWN internal
Wages: High wage
inflation in Mexico and
Brazil due to
competition for talent
Shortage of
Leadership Talent:
Acute shortage of
experienced local
leadership talent

Talent Management
Overview
Get
1
Keep
2
Grow
3
Our aspiration is to fill 85%
of mgt roles (RCS H &
above) internally within the
next few years.
Leverage our employer
brand to create robust
Fully leverage Motiv8
performance management
and strengthen the use of
individual development
plans
Employ strategies that
Predict & plan the supply
of talent for senior roles
Change the paradigm on
development; with a focus
on on-the-job
development and ’stretch’
brand to create robust
internal & external talent
pools.
Implement an International
mobility strategy
Build organisational
capability by resourcing to
the predicted talent needs
of the organisation
Employ strategies that
identify and retain our top
performers
Manage talent locally &
globally and provide more
opportunities for growth
Ensure managers are
accountable for building a
culture that retains the right
people
development and ’stretch’
assignments.
Provide disproportionately
more development
investments to our high
performers
Create a scorecard to
measure effectiveness &
success

Progress to Date
We have just completed Q1 and good progress has already been made to help us meet
our 2008 targets…
Talent Scorecard
Senior management vacancies posted in Express
Talent Management
New Development
Programs
Formation & deployment of new on-the-job
development programs underway [RAPID,
International Exchange]
Deployed the talent scorecard to provide higher
visibility of both the talent and the development
activity across the business
Management
The launch of a globally aligned employer brand.
Grow
What's to come
weekly
Get
Management
vacancies
Proactive vacancy alerts in Global Job Watch
70/20/10 development menu
Keep Easier succession management with a global ‘bottom
up’ panel calendar.
A workforce planning tool that forecasts FTE’s 3-4
years out
First choice training
Motiv8 panel video
Development plan for HR

AGENDA
International Americas – Human Resource Managers Conference – Mexico 2008 Page10

The Global Talent pipeline
CURRENT STATUS
93*
RCS A-F
Headcount ~ 7600 today
Attrition rates are in the
magnitude of ~10%/year
Pipelines for mid career
recruits and graduates
are required
47*
(51%)
Talent Scorecard | Bonn | February, 2008 Page 11
4,205*
2,460*
774*
RCS K&L
RCS I & J
RCS G, H
* In Motiv8 as of December 2007 2007 2010 2012
The 2012 talent
resourcing gap
141*
(18%)
505*
(21%)
(51%)

HIGH POTENTIAL TALENT PIPELINE
Asia Pacific
419
114
Grade H, I, J
Grade D,E,F,G
DCM 58
19
Internal pipeline insufficient to meet
growth needs. Programs like UDAAN (in
India), Graduate Trainee/ Management
Trainee, DCM necessary to supplement
talent pool
Headcount data retrieved from PeopleSoft, Nov 2007
17,085
1,726
Grade 10 & below
Grade K, L
2007 2008 2010
Udaan
GT/MT
2009
Total FTE: 21,433 23,214 23,847 25,181
TBA
102
Data retrieved from motiv8: employees identified as growth or lateral with growth potential in 2007

How do we get the data?
Scope
The target population is the GML 4 management level (approximately n-3* or
RCS grades G & H)
Source of the data
The data is extracted entirely from Motiv8 online (We are automating this data
base)
base)
Initial focus has been on generating regional splits with functional splits to
come
Exceptions
The scorecard currently excludes all the Corporate Executives i.e. GML 2 & 3
The report is predicated on current up to date information being available in
the system (valid as of 31st December 2007)
* Where n = DPWN board member

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The bio data of the GML 4 paneled in 2007
30
35
40
45
50
Years
Service
The split between the male
and female within this
population is approximately
75% : 25%
Total group - The average
age is 43yrs; have been in the
0
5
10
15
20
25
AP IA EEMEA EUROPE USA
Years
Current role
Age
age is 43yrs; have been in the
company for 10yrs and in their
current position for 2yrs
Men on average have been
with the company for 10yrs &
in their current role for 2yrs
Whilst women have been with
the company for 10yrs and in
their current roles for 1 yr on
average
Male 62
Female 20
Male 49
Female 19
Male 52
Female 12
Male 295
Female 52
Male 54
Female 14

The Scorecard for the GML 4 group
KEY INDICATORS
GML 4 (~ n-3* / RCS grades G&H) # =770
TARGET
EUROPE
# =479
IA
# =68
USA
# =58
AP
# =87
EEMEA
# =68
1 The number of people reviewed in 2007 100% 72% 100% 100% 99% 96%
2
What proportion of positions are staffed by internal
candidates
85% 88% 90% 86% 95% 94%
3
The number of people who were exported to other
regions
5% 0% 1% 2% 5% 10%
There panel completion & upload process is very positive.
We have strong internal staffing within the GML 4 group
Asia Pacific has a healthy balance of import & export of talent
regions
4
The number of people who were imported from
other regions
5% 1% 1% 5% 6% 4%
5 The number of people hired from other divisions 1% 3% 0% 0% 2% 0%

The Scorecard for the High Potentials in the GML 4
group
KEY INDICATORS
GML 4 (~n-3* / RCS grades G&H) # = 72
TARGET
EUROPE
# =44
IA
# =1
USA
# =5
AP
# =14
EEMEA
# =8
6
From the total group above, How many are rated
as "high potentials" (Rated "growth" & "lateral move
with growth potential" in 2007)
15% 13% 1% 9% 17% 13%
7
How many of the "high potentials" have successors
in Motiv8
100% 37% 100% 0% 53% 75%
8
How many "high potentials" identified in 2007 have
their Development Plans documented in Motiv8
100% 73% 100% 100% 86% 75%
There are mixed results in proportion of “high potentials” across regions
We need to strengthen the succession management process
Modest success in retention of “high potentials”
We document development planning, but we do not follow it up
9
Of the development plans documented, how many
have been implemented
100% 25% 0% 0% 14% 13%
10
How many "high potentials" identified in 2006 have
been retained in the company
100% 97% 100% 100% 79% 100%
11
Of the "high potentials" identified in 2006, how
many have moved to new positions in 2007
34% 40% 100% 79% 67%

Next steps
Develop regional action plans targeted at improving reports in
the July report
Strengthen the succession planning documentation
Strengthen the succession planning documentation
Continue to follow up on the panel actions
Shift discussions into “on-the-job” stretch assignments

Workforce Planning Tool
There is an urgent need for proactive information as regards future staffing
within the EXPRESS business
The pre-requisite indices for the workforce planning are currently deployed
on an individual country or regional basis.
Introduction
on an individual country or regional basis.
There is a need to streamline and consolidate this existing information into
an agreed upon format which will enhance visibility across the business
globally
Within LOGISTICS, there exists a Workforce Planning tool which can be
used as a base for a similar EXPRESS solution.

Translating the financial into staffing figures
2007 2008 2009 2010
TOTAL Revenue (Euro) 13,000,000 15,000,000 17,000,000 19,000,000
Translating financials into headcount impact
We use the figures provided by Finance to analyze current & project the
future staffing needs, taking into account factors that have a direct impact on
the employee numbers.
TOTAL Revenue (Euro) 13,000,000 15,000,000 17,000,000 19,000,000
Revenue Per FTE (Euro) 108 123 141 161
Headcount Driver discount - - 0.6 -
Additional New Headcount 1,500 2,000 (1,500) 2,500
TOTAL FT Headcount 120,000 122,000 120,500 118,000
Actual/Forecast Attrition 10% 10% 10% 10%
Annual Staffing Needs - New Headcount & Attrition 13,500 14,700 11,550 14,300
Attrition Factors
Inflation 4% 3% 6% 5%
Unemployment rate 6% 2% 7% 5%
Total Factor Discount 10% 5% 13% 10%

Headcount growth impact by level
2007 2008 2009 2010
Actual/Forecasted Headcount 120,000 122,000 120,500 118,000
Headcount Breakdown by Level
Based on conversations with the line management, we are enabled to go
deeper into a breakdown by levels and functions
And breaking down the staffing requirements into
levels
Headcount Breakdown by Level
RCS B to G/Country Manager 1,200 1,220 1,205 1,180
Senior Management Team 3,600 3,660 3,615 3,540
Middle Manager 15,600 15,860 15,665 15,340
Executive/supervisor 24,000 24,400 24,100 23,600
Direct staff 54,000 54,900 54,225 53,100
Indirect staff 18,000 18,300 18,075 17,700
Dedicated FTE Total 116,400 118,340 116,885 114,460
Temporary FTE 3,600 3,660 3,615 3,540
Total FT Equivalent 120,000 122,000 120,500 118,000
# of Corporate vs. Non Corporate Executives
Corporate Executive 100 100 100 100
Non-Corporate Executive 420 480 420 500
Total Executives 520 580 520 600

Getting Started
a. Clearly understand the purpose of workforce planning.
b. Agree with its implementation
c. Determine the timeframe & resources available (1st report due
for submission on 4th July 2008
d. Select a country/countries to run a pilot in.
e. Adopt the learnings from the pilot project.
f. Adapt models, strategies, tools, and processes specific to the
country or regional needs.
g. Identify planning outputs that are meaningful & support your
objectives, budget requests, staffing requests, and strategic
plans.

AGENDA

10%
Formal training.
e.g. internal training courses;
Tuition Assistance
Programmes
Regional Mgt Dev.
Programmes
Bringing the development frame work alive
On-the-job experience.
e.g. stretch assignments,
portfolio switches, expatriate
assignments
Taking on a significant project of work that
presents new learning and challenges;
Managing people for the first time;
Leading an enterprise-wide project;
20%
Direct feedback.
e.g.; having/being a mentor;
Leading an enterprise-wide project;
Taking a short-term assignment in another
state or country;
Turning around a failing operation;
Moving from line operations to a corporate role
or vice versa
Joining a task force, or completing a special
project work, that involves an increase in scope
70 %
e.g.; having/being a mentor;
DPWN Mentoring Program
Deputy Country Mgr. Program
AIESEC Internship Program

20%
10%
On the job experience.
Matt Kraal
Programme Manager E++,
Express Europe Marketing & Sales
70%
70%
Internal History:
07/2005 – 06/2006: Country Network Design &
Optimisation Mgr.,
Express Europe
03/2003 – 12/2004: Project Manager STAR, Express
Europe
11/2002 – 01/2003: Services Manager, Blue Dart India
07/1997 – 10/2002 National Services Manager, Malaysia
08/1996 - 07/1997 Planning and Special Projects Mgr
Malaysia

20%
10%
Sandra Miro
Country Manager Panama
70%
70%
Internal History:
01/2005 – 10/2006: Commercial Manager
07/2003 – 12/2004: National Sales Mgr.
10/2001 – 07/2003: Field Sales Manager
04/1999 – 10/2001: GAM/ BDM
01/1998 – 04/1999: Field Sales Executive
12/1995 – 01/1998: Preferred Accounts/ Service Desk
Sup.
05/1992 – 12/1995: Customer Service Agent

20%
10%
Neil Kuschel
National Sales Manager, UAE
Internal History:
70%
70%
09/2004 – 12/2005: Abu Dhabi Manager, AUH
05/2004 – 08/2004: Acting National Sales Manager, DXB
09/2002 – 08/2004: Direct Channel Manager, DXB
11/2001 – 11/2002: Import Express Manager, AE - DBX
02/2001 – 11/2001: GCS Industry Manager, UAE
04/1998 – 01/2001: Field Sales Rep, Bahrain

20%
10%
Larry Dorriety
Director Billing Quality Group, US
and
70%
70%
First Choice Project, Initiative Champion
Internal History:
joined DHL US in 03/2002

20%
10%
Jennie Lee
Market Research, Express GHO
70%
70%
Internal History:
04/2006 – 12/2007: DPWN Corporate Culture
04/2005 – 04/2006: AIESEC Trainee, Mkt. & Sales
Express

20%
10%
Duncan Gates
Deputy Country Manager, Indonesia
DCM Participant
70%
70%
DCM Participant
Internal History:
03/2005 – 09/2005: Acting Director of MNC AP
02/2004 – 12/2006: Industry Group Manager MNC AP
09/2000 – 02/2004: Marketing Manager Oceania

Development Programs
RAPID
Purpose Components Pilot Group
Role Advancing Program through Internal Development
‘High potential’ individuals participate in on-the-job
stretch assignments that develop competencies
required for Country, Sales and Operations
Management positions
Assignments become available through; vacant
positions, roles vacated due to incumbents being
nominated to participate in other projects or
Assignments are for a maximum
period of 6 to 8 weeks.
A comprehensive framework including
pre-assignment meeting, nomination of
a mentor, kick-off event, progression
reports, regular performance feedback
and other senior management
involvement will be built into the plan
High potential
employees within
the Sub Saharan
Africa & Middle
East
1
nominated to participate in other projects or
replacement for annual leave etc
involvement will be built into the plan
International Exchange
Designed to provide on-the-job short-term stretch-
assignments and or portfolio-switches.
Similar to the RAPID programme.
Eligible employees work either on a
short-term project or in a non-
permanent position for a period of 3
to 5 months
TBA
Global alignment of first line Supervisor training
Asia PacificEnsure all first line supervisors receive globally
consistent training content that enables a
sound foundation for further leadership
development
Collate existing development
practices and consolidate into best
into a best in class framework.
Review the outcomes of a pacific
2
3

Accelerated On-the-Job Development
Summary
RAPID Role Advancing Program through Internal Development
International Exchange
1
2
provide employees with opportunities for career development/
skills enhancement ‘on-the-job’
encourage employees to gain expertise and ideas that can
be transferred back to their business units
forge closer links between the host and home business units
Build deeper understanding of our organization

RAPID Pilot
Project Summary
Project Deliverables
Identification of 5 assignments; signed-off by the Area Director
Candidate selection and ‘interim succession management‘ to back-fill
positions
Realization of min. 3 assignments in Q2
Comprehensive documentation (tools & templates, key findings and
1
Comprehensive documentation (tools & templates, key findings and
learning)
Timelines
Start Date: April 14th, 2008
Completion Date (Pilot Results): end Q2, beginning Q3
Project Oversight
Martin Wandmaker, Regine Büttner

Alignment of the Front Line supervisor programme
An initiative lead by Asia Pacific
SelfSelf OthersOthers ManagersManagers FunctionFunction BusinessBusiness EnterpriseEnterprise
Transition from
managing self to
Transition from
managing others
Transition from
managing managers
Frontline Suprs
FBL EBL DBL
Junior Mgrs Middle Mgrs Senior Mgrs
APBLP
DPWN’s
IBLP
3
Key Themes: DHL Values, Motiv8 Competencies, Performance Management, First Choice, EOC, LEAP, DMAIC, ACT
managing self to
managing others:
Frontline
Supervisors,
new Managers with
direct reports; or ICs
earmarked to lead a
team
managing others
to managing
managers:
Middle Managers in
small/medium-
sized country
moving to large
country;
Panel review “Stay
in job” &
Performance rating
“Meets
Expectations”
managing managers
to managing function:
SMT members, new or
with no recent
leadership training &
has significant devt
needs from LEAP;
Moving from large
country to very large
country;
Panel review “Growth”;
Performance rating
“Exceeds” or “Far
Exceeds”
• Position programs against leadership
pipeline to help managers have
effective transition in their DHL career
• Support focus of LEAP in people
leadership
• Bridge gap with new foundation
program (FBL)
Review of Leadership Curriculum

What the GHO Talent Team will deliver…
1. Greater awareness of management vacancies in the network;
a) Regular job postings in Express Weekly (Jan 08)
b) Proactive email alerts for job vacancies
2. Expansion of on-the-job development opportunities
(RAPID & International Exchange)
3. Implementation of a Development scorecard
4. Tools to enhance FTE planning
5. Attract more potential recruits through;
a) A consistent employer brand across the network (Dec 08)
b) Discover logistics portal to attract talent (the Czech Republic) (July 08)
6. Stronger succession mgt through a bottom up panel process (July 08)

What you need to do…
1. Post all your senior management positions on the GJW
2. Implement development actions arising from your panel reviews
3. Endorse & champion the 70:20:10 approach
a) Share the ‘development menu’ with your direct reports
b) Use the ‘development menu’ as part of your development planning
discussions with your staff
c) Create opportunities for on-the-job development within your area of
responsibility.

Comments
&
&
Questions?

THANK YOU FOR YOUR ATTENTION

HR Conference Mexico City May 2008 [Compatibility Mode]

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