DHL 2010 Annual Report Download - page 87

Finding talent and quickly fostering loyalty
We attract young people for specialist and leadership positions with our Group-
wideGraduate Opportunities Worldwide programme. We hired  university graduates
in the reporting year. In an e ort to be considered an employer of choice amongst
students, we created the  internship programme in Germany. Interns are integrated
into projects and provided with both responsibility and a personal mentor.  e pro-
gramme complements our partnership with , the world’s largest student-run
organisation. We have placed over   interns across our Group since .
We are increasingly using the internet to reach potential applicants: each year, we
advertise more than , jobs online and receive an average of more than ,
applications.  e Top Employer Web Benchmark  put out by Potentialpark
Communications, a market research institute, ranked our online career portal amongst
the top  ve in Germany and Europe.
Development and growth opportunities for our workforce
In , , employees around the world took advantage of more than
,courses available through our online training platform, mylearningworld.net,
to develop their career or themselves personally. We cultivate a select group of top per-
formers by o ering them an  programme at a business school or entry into a talent
programme such as . Our goal is to  ll leadership positions with employees
from within our own ranks. Our internal placement rate fell to .  in the reporting
year, down from .  in the previous year.  is rate is based on the grades  to  in our
internal performance evaluation system. We encourage our employees to gather experi-
ence in di erent company units. In , .  of internal job placements involving
top executives were cross-divisional : . .
Our divisions also o er programmes designed to meet their speci c needs. For
instance, the  division introduced its leadership programme Betriebslenker-
programm in the reporting year. Based on systematic succession planning,  employees
will receive career development guidance and support as they move from mail carrier
to management positions.  e  division launched the Certi ed International
Specialist programme, providing an integrated training curriculum.  e division’s entire
,-strong workforce will attend the introductory course, which lays the foun-
dation for further specialised training. Our  ,  division
has continued to evolve its  Freight Forwarding Academy and saw the number of
participants in the global e-learning programme jump from , to approximately
,.  e   division focused its e orts in the reporting year on cross-
divisional sales team training.
An expanded incentive system
In , we introduced a new variable incentive and share matching system
for executives in an e ort to bolster the performance of our organisation over the
longer term. It focuses incentives on Group performance, makes executive pay more
performance- based and honours outstanding achievements.  e system provides execu-
tives with company shares and thus a direct stake in the success of the company.  e
scope of the system was expanded in the reporting year.
Deutsche Post DHL Annual Report 
Group Management Report
Non-Financial Performance Indicators
Employees
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