Training returns DHL Express to the road of exceptional customer service

Abstract

PurposeThis paper aims to chart the success of employee development at DHL Express.Design/methodology/approachIt explains the background to two training programs at the company, the form they take and the results they are achieving.FindingsThe paper reveals that, when employee engagement showed signs of dipping among the company's 100,000 employees, it sought training that would ignite the inspiration, know‐how and passion of its people. It commissioned learning and development agency NKD Learning to help.Practical implicationsThis study highlights the key roles played by the chief executive and the board, who were not only involved in the design and development of the programs, but also trained and certified by NKD as facilitators of each module. They deliver the launch programs to their top 150 executives – with the expectation that they then train their direct reports – and run train‐the‐trainer events with NKD facilitators.Social implicationsIt stresses the importance of training in improving customer service, employee morale and company profits.Originality/valueThe paper gives the inside story of the development and application of employee training at a major international company.