DHL Romania Customer Service Engagement & Turnover Recovery 2017
Company: DHL Express, Bucharest, Romania
Company Description: DHL is the leading global brand in the logistics industry. In Romania, it has 25 years’ experience, having 450 employees, operating 3 cargo aircrafts, 200 vehicles and being present in 42 locations situated in the most important cities all over the country, that ensures 100% national coverage. DHL is part of Deutsche Post DHL Group, generating revenues of more than 59 billion euros in 2015.
Nomination Category: Customer Service & Call Center Awards Team Categories
Nomination Sub Category: Customer Service Team of the Year - Recovery Situation - Other Service Industries
Nomination Title: DHL Romania Customer Service Engagement & Turnover Recovery 2017
Tell the story about what this nominated team achieved since the beginning of July 2016 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:
At the end of 2016, DHL Customer Service Romania was experiencing an average of 28.4% annual workforce turnover, which was higher than the average of the previous year. Although the Management Team succeeded to ensure an outstanding service performance, this came at a high cost for the Department, as it was not sustainable at long run and triggered the increased of turnover and a low employee engagement, with the rate of 58% (-11% vs 2015).
We started by organizing an internal satisfaction survey with specific questions to identify real people disengagement. The survey revealed that the main reasons for employees’ low engagement rate are their daily workload and associated stress due to lack of resources, cooperation with other departments and the level of their compensation and benefits packages. As a result of this survey, the Department Management put in place a detailed and complex improvement plan to increase employee engagement and consequently decrease workforce turnover in CS:
First of all, because it was a long process and it needs several layers of management approvals and budgeting, we started a complete revision of the volumes and staff forecast. The analysis showed an increase of operational volume, hence additional resources required in some of the teams. Approvals for additional hires have been obtained in due time and the new resources have been hired in waves, during the year.
For everyone joining CS DHL, to be welcomed in the right way, we've created an Onboarding Journey, where we have 4 key steps to introduce new CS members: 1: It all starts with selecting the right person for CS DHL through an interview and then making an offer with all the documentation needed to make the best decision to join DHL. This is all packed into the contract folder. 2: Before day one and usually within 2 weeks they receive DHL in a Box, which includes a number of different items introducing the new hire to the DHL. 3: HR and the CS manager work together to create an onboarding plan using a guide designed for managers, as a step by step guide to have an impactful onboarding. On their first day, the new hire begins their onboarding relationship with their manager, receives the Employee journal, containing a personal note by the manager. 4: And, of course, within 90 days they start their learning journey by attending Welcome to my Company CS Training.
We also introduced a more consistent Coaching Program, with a formalized monthly evaluation, test knowledge results and feedback; we implemented coaching for Managers and increased coaching time to 71% vs. 65% last year.
We adjusted the selling incentives and implemented new competitions, to increase staff motivation and commitment, which also triggered performance and growth. The initiative was very well received and the up-sell rate increased to 95% vs 84.8% last year. The ecommerce penetration results also soared with more than 180% vs last year’s results due to the new competition, and contributed to the improvement of the relations between CS and IT departments.
Gemba Walks, customers co-visits with Sales and mirroring sessions with other departments (Operations, Customs) added to the communication and cooperation between areas in the company
Salaries, benefits & perks analysis also highlighted gaps between team members, as well as comparing with the market. As a result, with the direct involvement of our Managing Director, we obtained approvals for income adjustments, in order to be aligned within the company and also to ensure a decent level versus market.
Training sessions for the required skills and Teambuilding trips contributed to the increase of staff cooperation, motivation and engagement.
All these measures and initiatives paid off by the end of 2017, when we decreased the CS Turnover to 17.5% in October (-10.9% vs last year). Huge staff motivation increase has been reflected by the Engagement rate which increased to 80% (+21% vs last year).