Purpose – This paper aims to describe how global logistics provider UPS overhauled global training, leadership development and succession planning. Design/methodology/approach – The paper reveals how UPS's internal research revealed that the company's current training and leadership‐development programs needed to evolve to ensure success in the modern global business environment. Findings – The paper explains that the company acted on its internal research by retooling its leadership‐development and training programs to: foster more strategically minded leaders; better engage younger generations; and make certain that its people are “fluent” with UPS's vast global network. Practical implications – The paper shares several practical lessons for other companies that are looking to overhaul their leadership‐development and training programs, including: align your training with your business strategy; start where you are and keep what works; and assess group and individual strengths and weaknesses. Social implications – The paper contains some interesting observations about the most effective methods of training “millennials” – the young people born between 1980 and 2000 who make up an increasing proportion of the modern workforce. Originality/value – The paper argues that now is the time to take a hard look at training and leadership‐development programs, to ensure that businesses are positioned for long‐term, global growth.
Human Resource Management International Digest – Emerald Publishing
Published: Aug 30, 2011
Keywords: Leadership development; Social groups; Training; Globalization; Employees