DHL Express Europe CEO Mike Parra speaks with the energy of a coach firing up his team before a big game. His style reflects a unique company culture, one that feels more like a college than a logistics giant.
Parra has spent 40 years at DHL, a company with nearly 600,000 employees worldwide. He became CEO of DHL Express in 2024, leading a division recognized as one of the best places to work in Europe by Fortune.
Starting as a mail sorter, Parra knows the challenges supervisors face. He believes they need strong support, beyond just technical training. “Supervisors are the glue,” he says. They bridge the gap between leadership and team dynamics and must coach and correct in real time.
To support supervisors, DHL created an 18-month Supervisory Excellence Academy as part of its Certified International Specialist (CIS) program. This internal training costs around €55–60 million annually and has been running for 17 years. Parra boasts, “More than 80% of the supervisors who go through the program get promoted.” The company tracks training effectiveness through employee surveys, ensuring that the training translates into real results.
One standout feature of the program is the emphasis on feedback. Parra describes the “AID—action, impact, do” framework that enables supervisors to guide their teams toward solutions rather than simply giving answers. He refers to feedback as a gift, highlighting the importance of recognizing good work immediately.
DHL also focuses on career mobility. Their internal “career marketplace” connects employees with open roles matching their skills, enhancing opportunities for growth. As the company embraces digital changes, DHL is upskilling employees for new roles—now, team members can handle multiple customer chats thanks to new training methods.
Parra doesn’t shy away from challenges. Some employees may leave during training or leadership may revert to being solely goal-focused. However, he remains committed to improving employee experience. In 2009, the introduction of “respect-focused behaviors” in training marked a turning point for DHL Express’s workplace culture.
As we advance into the future of work, the emphasis on continuous learning remains vital. Companies like DHL can set a standard for how to blend personal growth with business objectives, reflecting a shift towards nurturing talent in a rapidly evolving landscape.
For more on company culture and training programs, check out the latest updates on DHL Express.
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