Case Study: Supporting a Training and Development Culture at TNT Background TNT

TNT

Namibia Ltd, the express and logistics delivery service, employs over 1500 staff working throughout the Namibia and SADC. The majority of these employees work at one of over 20 major depots as drivers or operational loaders, servicing both the Namibia and international and SADC. The delivery and logistics industry is heavily monitored to ensure that the flow of parcels can be tracked, but also for security reasons. TNT believes in ‘growing your own timber’, promoting staff from within the company; several depot general managers started out as drivers or indoor sales executives. It is therefore important to TNT that staff have a meaningful development path. One of the challenges has been to change the attitude of line managers from ‘my job is getting parcels out’ to ‘my job is to develop my staff to do their jobs better’. Unusually for an organisation employing mainly blue-collar staff, all staff, from drivers and loading bay operators to general managers and directors, have annual appraisals.

Promoting the Development Culture

TNT is committed to Investors in People (IiP) and has won awards for its training and development. The company firmly believes that individual learning, rather than directive training, is critical to business success. To quote from one of the managers, John Shilongo, Depot General Manager, ‘Training, developing and empowering your people gives you the freedom and the confidence to make changes quickly, affect your business positively and achieve results.’ The benefits of this culture can be seen in better delegation, succession planning, and in reducing staff turnover – crucial when there is a national driver shortage. This view is articulated and promoted through the production of a people development charter. This one page document is displayed prominently throughout all offices and depots and is highlighted as part of the induction process. The charter outlines what is expected from senior managers, line managers and staff in the following terms: All TNT managers will:

• remain actively committed to the development of TNT people

• work to build a company culture which encourages and supports learning

• lead by example in developing people

• recognise and respect the valuable contribution of our people

Your line manager will:

• actively encourage your personal and professional development

• provide you with regular feedback on your performance

• help you to continuously improve your skills and knowledge

• ensure your learning is linked to the success of your team and the company

You should:

• take responsibility for your own development and learning

• apply new skills and knowledge at your workplace

• know that whatever your job, wherever your location, you have the opportunity to develop

Supporting and Auditing Training and Learning A team of eight regional training officers, managed by a regional training manager, supports and audits the systems in place for training and learning. They must ensure that ‘what is promised’ happens. Their responsibilities include: monitoring and supporting line managers at depots; carrying out all internal audits; checking personnel files and appraisal forms. Line managers undertake appraisal training as part of their management training and carry immediate responsibility for ensuring all their staff have meaningful appraisals. The regional training officers support line managers but also check that appraisals take place annually and that any training needs that are identified are met. One of the key reasons for the success of TNT’s training and learning interventions is its evident alignment with the culture and practices of the organisation. Regular performance indicators on the training and learning efforts (for example appraisal forms completed and training requests met) are produced and discussed at management meetings. As John Strong, Head of People Development says ‘It’s imperative that our line managers take their people management responsibilities seriously to enable them to develop their staff for success. The regional training officer’s role is to support and encourage line managers in their people management responsibilities as well as to report and assess how they perform against target.’

Questions:

1. What according to the case study is the mission of TNT?

• The mission is of TNT is to transport and track parcels all over the world. This express and logistics delivery service ensures that the flow of parcels can be tracked, but also for security reasons

2. Explain your understanding the following statement and concept: growing out own timber” –TNT believes in developing their own employees through training and learning intervention programmes; for example several depot general managers started out as drivers or indoor sales executives.

• “Blue-collar” staff- are regarded as those doing physical/manual labour mostly in operations or example in the case of TNT- drivers or operational loaders.

3. Identify one challenge that TNT is currently facing.

• One of the challenges has been to change the attitude of line managers from ‘my job is getting parcels out’ to ‘my job is to develop my staff to do their jobs better’

4. What are the benefits of the training and learning intervention for TNT?

• ‘Training, developing and empowering your people gives you the freedom and the confidence to make changes quickly, affect your business positively and achieve results.’ The benefits of this culture can be seen in better delegation, succession planning, and in reducing staff turnover – crucial when there is a national driver shortage.

5. How is training and development promoted in TNT? (2)

• It is being promoted through the production of a people development charter

6. What methods does TNT employ to get the message across in order to engage as many employees as possible?

• This one page document is displayed prominently throughout all offices and depots and is highlighted as part of the induction process. The charter outlines what is expected from senior managers, line managers and staff.

7. How are these training interventions supported in TNT?

• A team of eight regional training officers, managed by a regional training manager, supports and audits the systems in place for training and learning. Their responsibilities include: monitoring and supporting line managers at depots; carrying out all internal audits; checking personnel files and appraisal forms.

8. Why do you think is TNT so successful in their training and learning interventions?

• One of the key reasons for the success of TNT’s training and learning interventions is its evident alignment with the culture and practices of the organisation. Regular performance indicators on the training and learning efforts (for example appraisal forms completed and training requests met) are produced and discussed at management meetings.

9. How do training officers contribute to the training and learning intervention in TNT?

• The regional training officer’s role is to support and encourage line managers in their people management responsibilities as well as to report and assess how they perform against target.’

https://www.tnt.com/express/en_gb/site/home.html

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