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Building the employer brand in logistics

Rob Rosenberg - Executive Vice President, Human Resources at DHL Supply Chain

Supply chains are in the spotlight, but there’s a global recruitment crisis. Could a stronger employer brand help? A new DHL paper explains more.

Reputation matters.

A huge 88% of millennials believe being part of the right company culture is very important, 78% of applicants look into a company’s reputation first, and 84% of employees would consider leaving their current jobs for a company with a better reputation.[1]

What then are the elements of an employer brand that can make a difference in logistics, and what are the expectations of industry employers?

Our new research paper has highlighted six areas.

Like many aspects of the employer brand, it starts with leadership.

Rob Rosenberg, Executive Vice President, Human Resources at DHL Supply Chain, points to inclusive leadership and a focus on building balanced teams as the critical differentiators that helped DHL during Covid.

“Our leaders are the ones that must walk the talk and so we’re very focused on developing our leaders. Our six leadership attributes include being results-oriented, leveraging strengths, having and creating trust, providing purpose, focusing on clear priorities and being positive during uncertainty, challenges and change. Especially during the pandemic our leaders have been guided by those, striking a balance between leading with head, heart and guts and sustaining a culture of respect and results.”

Digitalization in logistics doesn’t only involve technologies such as robotics. It’s also improving the employee experience, enabling a modern, engaging approach.

DHL is bringing standardization to its recruitment websites and establishing dedicated recruitment centers that have handled over 1.8 million applications in the past 18 months. The latest technology is used to help candidates more easily find out about job opportunities with DHL, then quickly and easily apply, or sign up for job alerts.

Studies have shown that to feel a connection with an employer, employees expect them to take their sustainability commitments seriously.

Florence Noblot, Head of ESG Strategy at DHL Supply Chain says: “It’s crucial to us that we operate responsibly, and because of that, our customers trust us to fulfil our ESG promise. We have the expertise, vision and focus to make their supply chains more sustainable and we work together with them to achieve their business sustainability goals. We’re committed to striving for a sustainable future for logistics and making sure the decisions we make today will positively impact the world tomorrow.”

It’s been found that there’s a 56% increase in job performance related to workplace belonging as part of organizational diversity and inclusion (D&I) efforts[2], valuing people, no matter their gender, race, age, sexual orientation or physical abilities.

Roxi Corp, HR Vice President UKI & Global D&I Lead, DHL Supply Chain, says: “To reach every one of our 155,000 colleagues we have taken all the necessary steps to make D&I part of our workplace conversation. We have visible buy-in from our top leadership and we have taskforces at both global and regional levels to keep momentum and engage employees.”

Covid has consigned some ways of working to history, accelerating many trends and making hybrid or flexible working the new normal.

Nicki Hay, VP HR Global Functions and Chief Development Office, DHL Supply Chain, says: “We don’t want anyone to feel like they are sub-par in any aspect of their work or home life. It really is tough to keep all those plates spinning. Helping people to achieve that balance has to be a part of any modern organization’s DNA.”

Louise Gennis, VP, Talent Management/Acquisition, Learning & Development, DHL Supply Chain firmly believes that the learning and development opportunities provided by DHL are a key differentiator in logistics.

She says that the pandemic provided an opportunity to develop and improve even further the  existing suite of training tools and platforms.

The philosophy is to encourage the idea of learning as a lifelong journey, with employees offered the opportunity to broaden their horizons, perhaps by learning new languages or becoming certified as an environmental specialist. The data shows that 70% of completed courses are ones that people choose based simply on their intrinsic motivation to learn and grow.

Keeping the world moving

Supply Chain’s central task – to keep the world moving – is in tune with these difficult times, which is why the industry has been put under the spotlight more than ever before.

But an industry is no use without people, and the talent shortage has been made clearer due to Covid.

Perhaps, though, this publicity may stimulate more interest in logistics as a possible career – which is why the time is now right for logistics companies to focus more on their employer brand.

To download the full report, click here: DHL



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