Engaging global training program delivers high‐performance results

Rick Jackson (VP Global Head of CIS at DHL Express, Hounslow, UK)
Sue Stoneman (RCEO at NKD Learning, London, UK)

Strategic HR Review

ISSN: 1475-4398

Publication date: 15 February 2013



The purpose of this paper is to describe the impact of the DHL Express CIS Foundation program, a globally consistent learning program, which was developed and delivered to 100,000 employees in 220 countries in 42 languages in less than 18 months. The intention was to motivate, invigorate and inspire those employees to be the best that they could be,


Results‐driven learning and development agency NKD Learning created a breakthrough training program designed to invigorate employee engagement, instill a truly customer‐centric mindset and deliver measurable success to international company, DHL Express. The blended learning approach of the bespoke Certified International Specialist (CIS) Foundation Program included a one and a half day experiential event, supported by stand‐alone, hour‐long interactive training modules and painstakingly crafted trainer scripts – which could be easily adapted and translated into 42 languages and still be effective.


In less than 18 months, all 100,000 DHL Express employees had been through the CIS Foundation and all project deliverables had been achieved to agreed quality, cost and timeline standards. End of program feedback scores averaged 5.8 out of 6. Key employee opinion scores significantly exceeded the agreed targets for Strategy, Employee Engagement, and Learning & Development. The actual scores showed year‐on‐year increases of between 7 and 11 percent, compared to the 1 to 3 percent target increases.


The DHL Express CIS Foundation module course incorporates innovative learning methodologies and approaches, cutting‐edge film and animation support messaging, and hi‐impact learning materials.



Jackson, R. and Stoneman, S. (2013), "Engaging global training program delivers high‐performance results", Strategic HR Review, Vol. 12 No. 2, pp. 70-74. https://doi.org/10.1108/14754391311322464

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