DHL 1999 Annual Report Download - page 82

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Training for growing competition
A further focus of our work in 1999 was to raise our
employees’qualification levels to help them successfully
meet ever-growing competition.We systematically con-
tinued our work in 1999 with specialized, forward-
looking further training measures open to all Deutsche
Post World Net employees.
Using internal job bulletin boards in our Intranets, we
have offered employees the opportunity to switch jobs
within the company and move up the career ladder
since 1999. This system allows employees to check for
internal vacancies and even place anonymous wantads
for a new job.With these activities,we offer our employ-
ees occupational security and thus prevent a know-how
drain within our company.
Executive staff
Using internal personnel development plans, we were
able to recruit and foster a large number of executives
from our own ranks.Candidates who have potential for
executive responsibilities are screened in special career
advancement seminars. We then selectively prepare
them for career-advancing jobs in Germany and
abroad. We continue to recruit outside managers as
reinforcement for our executive team.Last year,we were
particularly successful in recruiting managers in the
sales, marketing, tax and finance fields, as well as in the
international area.We actively supported Deutsche Post
World Net’s expansion strategy by recruiting top inter-
national managers. To us, establishing and cultivating
business relations is primarily a local task. As a conse-
quence,we specifically create teams whose thinking and
actions are infused with an international dimension.
In the wake of Deutsche Post World Net’s recent acqui-
sitions,we used a general management appraisal project
to assess our managers’aptitude for their future respon-
sibilities. Based on our findings, we prepared appoint-
ment decisions. Our priority in this process was to
ensure that successful management teams develop their
full potential in the new combined Group as well. Our
extremely low turnover rate shows that newly recruited
managers also find the hands-on jobs we offer attrac-
tive.We want our pay structures to provide performance
incentives as well. With this in mind, we developed our
remuneration system even further to include ever-larger
variable components that are determined by the indivi-
dual’s actual performance or operating results. Most of
our employment contracts are fixed-term contracts.
Depending on the management level, variable compo-
nents constitute between 20 and 50 percent of the total
cash compensation paid to a particular employee.
Integration
Deutsche Post World Net’s internationalization was
another important focal area for our personnel work.
Our job during the integration of new acquisitions
into our new corporate divisions is to help the enor-
mous potential of know-how in our Group develop to
its fullest. This requires taking account of both region-
al peculiarities as well as the particular corporate and
industry-specific situation. We are currently in the
process of establishing a standing internal bench-
marking system with our larger subsidiaries.A group-
wide internal personnel reassignment system to
handle shifting personnel requirements and a cor-
responding exchange program are also currently on
the drawing board.
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