At Kuehne+Nagel, we provide a holistic view of people development, following the employee lifecycle of Apply, Join, Learn and Develop, Perform, Promote, Exit, Awareness, and Interest.
We firmly believe that continuous assessment of competence, provision of feedback loops, and creation and completion of individual development plans are essential elements of high performance.
Due to couple of major acquisitions during 2021, not all the employees were part of the performance program.
* Hover over charts for detailed figures.
Here are some of the activities we do:
We endeavour to provide applicants with clear role descriptions, allowing them to reflect and assess their competence. A robust and fair selection process is in place, starting with our internal succession pipeline.
A digital onboarding process kick-starts 30 days before a new employee joins the organisation. For over four weeks, information is shared about the organisation, the team, the culture, ensuring a positive start. Furthermore, we deliver a structured induction according to role and responsibilities. Systems, tools and process training, understanding the internal network, supplier management, Care (our service mind-set) are covered topics, providing a solid baseline for success.
Learn and Develop
Our strong standing in logistics and supply chain depends on the skills, knowledge, and experience of our 78,000 specialists worldwide. With this in mind, we provide a robust platform of development aligned with the learning model below.
We have an eco-system of trainers, facilitators, experts who run formal and informal sessions for learning. We have an online learning platform, also available on demand for our employees, instilling a self-learning culture.
Globally, an extensive Service Action Training has been rolled out for all colleagues working in our Customer Care Locations for Air and Sea Logistics. Our employees receive extensive training to improve their skills at the regional level. For example, in 2021, Asia Pacific conducted 38 training and workshops covering diverse areas, such as an update on new legislation for the Chinese legal team, dangerous goods regulation courses for Air Logistics in Hong Kong, or safe forklift usage for the Sea Logistics colleagues in Malaysia.
Perform. Promote. Exit.
Our Performance and Potential Review (PPR) Process provides the framework for performance discussions and is one of our promotion and succession practices pillars. Strengths and areas of development are reviewed, completing the continuous development loop.
A Performance Improvement Process is triggered when under-performance occurs. Agreed actions are set into motion to provide support.
Awareness and Interest
Kuehne+Nagel has a communication and collaboration platform called myKN. This allows for easy exchange for awareness and interest in various topics – community outreach programmes, balance, and belonging, cultural exchanges.
The program is designed to enable younger workers to grow cross-functionally within the organisation. It lasts up to 18 months, having started its first edition from the end of June 2021.
Who are targets of the program?
Starting from the PPR results, Kuehne+Nagel Italy National Management Board identified the group of 16 most talented profiles coming from different Business Units and Functional Units, who just started their journey as part of the Young Talent Academy.
What does the program entail?
The program is a 360-degree experience, which allows our young talents to benefit from cross-functional growth with a multi-modal approach: module attendance + project assignment + internal role change. Furthermore, each participant will receive a mentor, who, starting from the results of a Professional Development Assessment, will guide them in their journey throughout the program. How to make it more interesting? KN Italy included digital savvy modules:
Teamwork will be a fundamental part of the program as well. Participants will engage in a six-month group project, culminating in a presentation to Kuehne+Nagel Italy National Management Board. Last, but not least, the program includes an internal role change within the end of the program.
With the already mentioned above initiatives and programmes for employee development, our organisation will further contribute towards the reduction of youth not in employment, education or training. The development of each single one of our employees is pivotal for the success of Kuehne+Nagel worldwide. Young talents are our future and our hope of thriving and succeeding in the coming years.The target is to increase intern intake by 15 per cent, globally by 2030.
Our focus will be on analysing current practice per region, implementing the baseline across the globe, and building processes to track intake and conversion rates increases. The main key stakeholders included in the target are regional and national management, our Human Resources community, and all managers. One of the defined challenges is the lack of attraction due to the industry and the brand attractiveness. Creating a path to a suitable selection of universities and government bodies for funding where available, we can bridge the challenges and accomplish the milestones.