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An example is the organisation's EX platform, which ensures the entire workforce remains connected – whether it’s a forklift driver, warehouse worker, delivery driver, expert, customer service agent, manager, or board executive.
Global logistics and shipping provider DHL is looking to set a high bar in the logistics and shipping sector by prioritising a people-first approach, one that resonates with employees across its global footprint.
As we learn in this interview with Ralph Wiechers (pictured above), Executive Vice President Internet Strategy, People Experience, Technology and Data, DHL Group, the company has strategically structured its employer value proposition to appeal to diverse talent pools anchored in three key pillars: impactful work, genuine care for employees, and opportunities to learn and grow every day.
This approach involves, for instance, leveraging tangible initiatives such as SmartConnect — a fully accessible employee experience platform — and Global Volunteer Day to foster a sense of connection, purpose, and social responsibility.
Speaking to Priya Sunil, Ralph takes us through what the employee value proposition means for the workforce, how it is strengthening the organisation's employer brand in the regions it operates in, and more, in a competitive, high-stakes industry.
Q DHL is frequently lauded for its strong employer branding initiatives. What do you believe sets your approach apart in the highly competitive logistics and international shipping industry?
DHL is a well-known brand, and the focus on people is a core component of our strategy. We aim to be the employer of choice for both our colleagues and potential candidates. For us, it is important to listen closely to what matters most to them. Our employer value proposition is built on three key pillars: first, working at DHL makes a difference – for individuals and for society. Our commitment to ecological and social sustainability, such as reducing carbon emissions and upholding human rights, sets us apart.
Secondly, DHL is an employer that genuinely cares, from prioritising employee health and wellbeing to fostering supportive leadership towards individually relevant things like ensuring timely pay. We embrace diversity in all its forms. It’s central to our DNA as a global company.
Lastly, we offer everyone the opportunity to learn and grow, every day, and throughout their career. As a company operating in over 220 countries and territories with approximately 600,000 colleagues, there is room for growth for anyone motivated to seize it.
Q Tell us more about the tools and initiatives you have in place – such as SmartConnect and Global Volunteer Day. What do they entail, and how do you measure their effectiveness in fostering a strong and engaged workforce?
SmartConnect is our intranet platform. We call it an employee experience platform. It serves as a central hub truly for every employee and can be accessed via native apps on the smartphone as well as browser-based on any device. It took a bit to programme everything and implement the ideas, but we did it. What makes me proud is that it connects everyone – whether it’s a forklift driver, warehouse worker, delivery driver, expert, customer service agent, manager, or board executive. SmartConnect allows people to access company news, interact on social walls, chat, and utilise various self-services that make work easier, more efficient, and enjoyable. It helps us to center our efforts around employee engagement and even measure success through metrics like engagement rates or participation.
Engagement is also crucial for our volunteering commitments. Global Volunteer Day is my favourite example. First introduced in Singapore in 2008, it is a global initiative now. Each year, DHL employees worldwide participate in volunteer activities that positively impact their local communities.
Over the years, more than 1.3mn employees have participated. An unbelievable number! This initiative is not only unique and impactful for society but also strengthens and engages our workforce.
Q In your view, how does employer branding directly impact the company's ability to attract top talent, especially in a specialised and dynamic industry?
I believe that DHL is a strong employer brand that attracts top talent. We showcase our positive reputation, compelling employee value proposition, and unique opportunities for development. It's crucial to provide a consistent and positive experience throughout the entire candidate journey – from awareness through engaging social media content, a robust career site, and consistent messaging on partner sites, to a seamless and digital application process.
We invest considerable energy in these efforts, supporting global initiatives that empower our local recruiting teams. DHL stands for a supportive and inclusive culture, and the exciting and challenging nature of work in the logistics industry. This truly gives us a competitive edge in attracting top talent.
Q One of the key tools you have in place is the unified career site. How has it increased efficiency in your hiring practices? Were there any challenges the team faced in the process?
While implementing the unified career site, we faced expected challenges such as integrating diverse systems, migrating data, or ensuring multi-language support. There were more than 100 websites that we consolidated into one global. However, by leveraging advanced technology solutions and collaborating closely with cross-functional teams, we successfully overcame these obstacles. The unified career site has improved candidate experience. It also increased efficiency and effectiveness in our hiring practices. We have streamlined the hiring process and reduced duplication of efforts and resources.
We have invested heavily in enhancing our visibility in search engines, on partner sites, and across social media. This centralised platform benefits both candidates and HR teams: More than 20mn jobseekers a year can now enjoy a consistent candidate journey and intuitive application flows. And HR teams benefit from streamlined job postings procedures, access to a robust talent pool, and innovative tools like interview scheduling support.
Q As AI becomes increasingly integrated into HR functions, what considerations did your team prioritise to ensure that your tools remain ethical and inclusive?
We digitise by default and leverage technology and data wherever meaningful. Nevertheless, when integrating AI into our systems, we always prioritise the employee. This includes frequent data quality checks, for example checking vacancy descriptions and content on our website. We work closely with dedicated teams focused on privacy, security, and AI regulations to ensure that our tools are ethical and inclusive.
A good example is our Career Marketplace where every employee gets access to personalised learning and job opportunity recommendations to grow. Here, for example, we have a clear focus that those AI-based recommendations are not biased. We incorporate these considerations right from the design phase to ensure our DHL values are reflected in everything we do.
Q How have these tools been adapted for the diverse and dynamic nature of the Asian market to ensure they are sensitive to local contexts and avoid biases that might arise from a standardised approach?
Absolutely! With operations in over 220 countries and territories, it's critical for us to cater to all types of users. A good example is language localisation. Our tools and content are available in up to 48 languages, providing the best native experience for our all that colleagues worldwide. Our goal is to deliver on both: a global platform on the one side, but enabling as much localisation as needed to provide a truly relevant experience for everyone, no matter where he or she is using this service from. We achieve this by engaging with our local teams in each country and involving them in the tool development process. This collaborative approach helps us gain local insights and tailor our tools and processes accordingly.
Q How do you see AI adoption evolving in Asia, and what should companies in the region prioritise to stay ahead in terms of HR innovation and effectiveness?
Asia has a high level of curiosity and momentum in adopting new digital tools, leveraging technological advancements to enhance the experience for colleagues in each country. The region is always at the forefront of adoption, which I find very exciting.
To capitalise on this, at DHL we focus on fast prototyping of tools for quick evaluation and make decisive calls on where to adapt and how to scale them. Our colleagues in Malaysia, Singapore, Thailand, Indonesia, and other Asian countries are typically leading the way in these efforts.
Consciously, we located parts of our product and development teams in different spots in Asia. Thus, we get input of local requirements seamlessly and very early in the design phase – that is a game changer.
Q On the personal front, having started your career in the banking sector and then moving into strategy consulting before joining DHL, what motivated you to transition into the logistics and shipping industry, and what has kept you engaged in this field?
That’s a great question. In banking, I learned the importance of precision combined with a customer-centric approach. Consulting exposed me to various industries, countries, and cultures. Logistics, in a way, combines both: serving nearly every industry around the globe while relying on process precision at scale to be a provider of choice.
Additionally, logistics is a tangible industry. There’s nothing quite rewarding like helping out in a parcel sorting center, visiting an airfreight hub at night, or meeting our colleagues on a truck, in a warehouse, or during a delivery shift. Plus, at DHL, you are part of an amazing global brand with colleagues who you can easily connect with, no matter where you are.
Q Moving from your past roles to now lead people experience, technology, and data at a global scale, how has the journey shaped your approach to leadership in HR and technology?
I have always enjoyed connecting different functions within an organisation to create better outcomes. Technology and data have been a constant in most of my previous roles. Combining the beauty and power of technology with a people-centric approach in HR is both special and rewarding. Everything we do is aimed at improving the people experience and efficiency.
All our initiatives contribute to both dimensions, making them truly rewarding – they enhance the lives of our colleagues and improve the way DHL operates. I’d say it’s a sweet spot.
Q Outside of your professional achievements, what are some personal interests or hobbies that you pursue, and how do they influence your approach to work and leadership?
I live in a beautiful valley in Germany, surrounded by vineyards. Being close to nature is important to me. Whenever time allows, I enjoy riding my road bike – just last weekend, I cycled to the top of the Alps in Italy. You could say climbing mountains is something I enjoy—whether it’s on foot or by bike.
Q If you could describe your leadership style in three words, what would they be, and how do these qualities guide your decision-making in managing people, technology, and data at a global level?
People often describe my leadership style as ambitious, fact-based, reliable, and fair. I know that’s four words, but all these elements are important to me. Ambition helps drive the change journey that technological advancements require, facts are essential for making the right decisions in a scaled organisation like DHL, reliability is the foundation of trust in all directions, and fairness is a value I hold dear and want to be recognised for by my teams. Technology is ultimately about people, and great leadership is its foundation.
Photo: Provided
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