Training develops potential leaders

ALAN PEAT
TRAINING HAS to be seen as an integral part of the human resources (HR) function, according to Michelle Botha, HR officer at Kuehne & Nagel.
“With the implementation of performance reviews for operational staff,” she said, “it has become
imperative to train and develop employees in line with the changing needs of our organisation.”
Apart from ongoing operational training, K&N has also focused on the development of its potential and future leaders.
The “employee development programme” lasts 12 months and is aimed at junior managers and team leaders - predominantly employees in the previously disadvantaged individual (PDI) category.
“This,” said Botha, “in order to fast track these employees onto our 24-month leadership programme - which is designed to groom the candidates for more senior positions within the company.”
Apart from focusing on future leaders, K&N has also spent a significant amount of time and energy on its learnership programme, according to Botha.
“We have successfully integrated the unemployed learner’s studies into our working environment,” she said, “and have developed a mentoring process to ensure that each learner benefits from their time in each department.
“We have learnerships in all of our major branches.”
The K&N approach to training, Botha added, ties in closely with the company’s performance reviews.
“This,” she said, “means that we match the employees’ needs with those of the company - ensuring that we remain competitive and retain our standing in the logistics environment.”