ASSIGNMENT TASK 2: INDUSTRY REPORT

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BUSM3310 2 9 May 2021 4
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Human Resource Management
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Family Student Student

Given name Task Allocation
name number signature
Dang Minh Khoi S3712617 Introduction
Company Background
Human Resource Management role in
business
Human Resource practices of
Kuenhe + Nagel
 Executive Summary
Problem Statement and
Tran Minh Quan S3713186 Recommendation of Employee
Engagement

Problem Statement and

Lieu Tan Anh S3698192 Recommendation of Leadership
Practices

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Table of Contents
Frequently used abbreviation forms:.........................................................................................4
Executive Summary..................................................................................................................5
1. Introduction.......................................................................................................................5
1.2 Company profile..............................................................................................................6
1.3 HRM roles in business......................................................................................................6
2. HRM Practices of the Company evaluation........................................................................7
3. Problem Statement:...............................................................................................................9
3.1: Employee Engagement problem statement......................................................................9
3.2: Leadership problem statement:.......................................................................................9
4. Literature review.................................................................................................................10
4.1: Employee engagement literature review:.......................................................................10
4.2 Leadership 4.0 motivation..............................................................................................12
5. Recommendation.................................................................................................................13
5.1 Solution for Employee Engagement................................................................................13
 A missing jigsaw for the EE of K+N..........................................................................13
 Employees engagement in the Covid 19.....................................................................14
5.2 Solution for Leadership Practice....................................................................................15
 The 3608 feedback....................................................................................................15
 Evidence-Based Leadership Training Program.........................................................16
6. Conclusion..........................................................................................................................16
7. Appendix:............................................................................................................................17
8. References...........................................................................................................................18

Frequently used abbreviation forms:

EE: employee engagement
HRM: human resources management
K+N: Kuehne+Nagel
WFH: work-from-home
MNC: multinational company
Executive Summary

This report is aimed to deliver a wholesome perspective toward the human resource at K+N.
Particularly, it is about employee engagement and leadership practices. In the beginning, the
paper provides information that unlock the business origin of K+N, which has 120 years of
establishment and offers a variety of logistics services. In addition, it pointed out that HRM
in business plays a strategic role rather than a department like before.
In the following stage, the paper takes a chance to deeply analyze the 4 practices:
(1) workplace diversity and inclusion, (2) employee development and training, (3)
performance management and (4) occupational health and safety together with their strengths
and weaknesses.
Not to mention, there is a problem statement that refers to 2 questions. Regarding the EE,
there are 3 key findings: the positive responsiveness of employees is one of the most
important criteria that is related to EE. Second, K+N is evaluated to be well-performed with a
lot of equipment in technology and create meaningful activities. Thirdly, the Covid 19 has
changed nature EE more than ever when work-from-home is a trend. However, there is a
minor problem in which lack of mental health of workers is found at the working aspect that
leads to change. Refer to leadership practices, K+N points out that communication between
seniors and their subordinates is the key for growing. Second, it discusses leadership
motivation in the 4.0 era. Later, literature review is embedded after that to deeply understand
about the two issues. Lastly, the recommendation comes up after the literature review to ease
the stated problems about the EE and leadership in practices. About the EE’s problem,
regarding lack of mental health, the ASSET model is applied. Second, to tackle the impact of
Covi19 on EE, various options at coaching, rewards are urged to implement to maintain the
communication bond and EE at KN in the Covid 19 time as well. In the second question
about leadership, the proposal of 3608 feedbacks is introduced to increase the efficiency in
leadership. Second, the solution of Evidence-Based Leadership Training Program is there to
foster the culture of gratitude or collaboration the in the end, to enhance the leadership
practices at K+N
 1. Introduction

This paper will mainly focus on analysing the strategic role of Human Resource
Management within the Kuehne Nagel organization based on two provided questions.
Specifically, Employee Engagement and Leadership Practices will be taken into
consideration by pointing out the current practices that the company has evaluated and
identifying the problems that related to human evolution such as employees’ well-being and
leadership advancement in the 21st century. Moreover, recommendations are also provided
based on theoretical assumptions in order to not only improve the business performance in
the organization but also motivate the employees to work harder via leadership practices in
4.0 Industry.

1.2 Company profile

Founded by August Kuehne and Friedrich Nagel in 1980, Kuehne+Nagel has been
gradually recognized as one of the top world’s leading integrated logistics providers (Supply
Chain Digital 2020). Headquartered in Feusisberg, Switzerland, with more than 120 years in
the industry, Kuehne+Nagel has expanded its business from a traditional international freight
forwarder to a leading global logistics operations by providing innovative and fully integrated
supply chain solutions for over 100 countries in the world with approximately 76,000
employees (Kuehne+Nagel 2021). Sea Freight, airfreight, contract logistics, and overland
business are the four main market positions of Kuehne+Nagel, in which the Seafreight is
considered as the most dominant market compared to the other rivals (Kuehne+Nagel 2021).
By putting all their dedication, integration and innovation into the organization,
Kuehne+Nagel aims to improve their customer's performance based on their needs by
providing their best integrated logistics solutions through people, expertise, and technology
(Comparably 2021)
1.3 HRM roles in business

Through decades, the relationships between Human Resource Management and

business strategy have been developed in many different perspectives (Sanz-Valle et al
1999). Specifically, this department has transformed from a traditional administration which
mainly focuses on payroll or basic business function to an important role in managing the
valued assets as well as the human talent which not only directly contributes to the business
objectives but also enhances the company’s competitiveness and promotes managerial
efficiency (Huang 2001). Therefore, HRM practices should be connected with business
strategy in order to achieve the positive performance (Legge 1995).
According to Collins, J & Clark (2003), HRM strategies can directly affect the employee
engagement by boosting their wellbeing and productivity across all company levels, thus, the
employees are able to accomplish the goals. Besides, management team who has enough
knowledge and skills to adapt to the 4.0 industry can easily motivate their workers as well as
promote learning and innovation into the organization (Bratton & Gold 2017).

2. HRM Practices of the Company evaluation.

As mentioned above, based on outstanding HRM strategies, the company can generate
tangible and intangible value based on their employee engagement and leadership practice,
which can be seen as a significant contribution to the company’s performance. Therefore, this
table below will take a closer look at K+N's latest HRM practices as well as point out the
strengths and weaknesses of this company.
Table 1A: Evaluation of Kuehne+Nagel

Table 1B: Evaluation of Kuehne+Nagel

3. Problem Statement:

3.1: Employee Engagement problem statement

From the first question, there are three problems about Employee Engagement. They
are positive responsiveness, communication and in the Covid 19 time. These problems
strongly correlate with the HRM of K+N in specific.
First, it is found out that, at K+N many actions have been taken into operation to
enrich the positive responsiveness for employees, but facing minor limitation. Ms. Ha, who is
HR manager, strives to bolster physical strength for employees and enrich the happiness.
Regarding strengthening the physical, health talking with doctors is organized periodically or
available healthy fruit is always prepared to be served at the workplace (Kuehne Nagel 2021).
Second, KN attempts to create a healthy lifestyle that engages employees to participate in by
creating tem building trips, family day, and Vietnamese Women Day, or Loyalty recognition
program. Beside the bright sides of the wonderful company culture, K+N also face its
limitations at some point. Even K+N offers supportive tools for workers to be traced and
monitor their work performance, but the feeling of how fatigued and exhausted the
employees is left behind.
Second, as the curve of Covid 19 keep disrupting the business, the story of how
employee engagement could be implemented smoothly to fulfil work-from-home, which is a
must to companies due to lockdown.
3.2: Leadership problem statement:
 Regarding the Leadership problem statement of K+N, communication, and leadership
4.0 motivation are the three main issues that highly affected the human resource management
of K+N. Ms. Ha has mentioned that communication between leaders and employees is one of
the main aspects that K+N aims to enhance the connection between the superiors and
subordinates and improve the performance of the organization.
The next pain point of K+N leadership was leadership 4.0 motivation, especially
during the Covid 19 pandemic. The new way of working - which is online to be specific, had
been revealed the critical nature of strong people leadership. To adapt to the current situation,
K+N had to reshape its leadership, they had identified its mission which is to determine the
future, employee and customer work as well as the new working method that appropriates
with the changes that occur in order to provide the best service to their customers. The main
issue with leadership 4.0 motivation begins with the working condition nowadays.
Previously, the leader has the chance to share working space with their subordinates, which
ease the process of managing, monitoring, and giving feedback for the clerks, however, those
tasks must be executed remotely in recent times due to the obligatory status of the society
during the pandemic time. Those factors contributed to the necessity of changing their
mindset and the way these leaders work.

4. Literature review

4.1: Employee engagement literature review:

This section will gain some insightful and academic perspectives reflecting the stated
problems particularly and EE as a whole.
To evaluate the importance of EE to the business wheel, a poll of 656 CEOs around
the world stated that EE is one of the top five of the most crucial challenges of every
organization (Ram and Prabhakar 2011). Decades ago, the term EE was first stated by Kahn
(1990) which describes a status that employees show a mixture of commitment at work,
allegiance, ownership and productivity toward their role performance (Macey, W. H., &
Schneider, B. 2008; Ram and Prabhakar 2011). It is obviously not simple to form such a
finest combination; hence by looking deeper under the academic work, there are a few
obvious elements for accumulating the engagement of employees. (May, Gilson and Harter,
L.M 2004) pointed out that there are three psychological catalysts that affect EE of workers.
Figure 3: Framework of engagement Source: May, Gilson and Harter, L.M (2004)

Relying on Figure 3, to bloom EE among workers, the employment enrichment and

fitness to function is the key element. Add to that, the safety feeling that obtains from
recognition and support from senior staff and the awareness of having a surplus of resources
to complete duties come third and second, respectively.
To expand the previous viewpoint, Kaushik and Guleria (2019) claimed that positive
satisfaction decides employee's success. In other words, a happy and fulfilled employee
would open the door to the organization's growth (Mani and Mishra 2020). Therefore, they
should be check-in regularly regarding their mental health. According to Ms. Ha, my K+N
system is there to lubricate the learning path or HCMS is to trace performance for workers;
however, it would be an optimal EE strategy if the mental health was believed to be not fully
invested. Due to this concerned is arisen, there would be a proposal to ease the issue.
As Covid 19 has not completely disappeared, the culture of working-from-home or
taking turns to work offline at K+N due to lockdown has become a norm. Alongside with this
trend, EE turns into the common priorities for human resource management (Chanana, N
2020). In addition, working remotely has changed the nature of EE more than ever. For
instance, face-to-face sessions like team building, 1 on 1 discussion is less possible (Kaushik
and Guleria 2019). Instead, workers are asked to proceed their work completely virtual.
Therefore, it leaves difficult math for HR managers to constantly keep their employees
engaged in the roles with innovative, creative, and effective approaches for work-from-home
employees (Chanana, N 2020).
At this stage, if employers who promote the right staff involvement, handle talent
intelligently and connect frankly, correctly and at the right time will be driving current
volatility on the market and succeeding in future (Robison 2009). This is believed to be a key
growth because the commitment of employees is the most important engine of innovation and
efficiency (Al Fannah, Al Harthy, and Al Salmi 2020).

Refer to K+N, there is a relationship between a good preparation for work-from-home

workers and workers’ attitude. Mr. Ha stated that the company has prepared from the
pandemic impact on the first day. The company equips workers with the latest technology to
smoothly work online. However, generally, some workers may find it somehow boring when
they cannot meet their pals face-to-face daily. To this point, the question is what should be
proposed to promote both the productivity as well as their engagement (Chanana, N 2020).

4.2 Leadership 4.0 motivation

Leadership is described as "the process of leaders and followers influencing one

another to achieve organizational goals through the transition”. Leadership is traditionally
described by five elements: leaders - leaders - followers, influence, organizational objectives,
people, and change (DeRue & Ashford, 2010). A leader is in charge of delegating or
influencing their team members to accomplish particular goals and activities (Mullins &
Driesum 2004).
To inspire and stimulate staff, leaders use a variety of leadership models (Asrar-ul-Haq &
Kuchinke 2016). Successful leaders will provide their workforce and businesses with
beneficial results such as motivation, awareness, and ideals (Mullins & Driesum 004). Fang,
Chang, and Chen (2009) found that leadership styles have a significant effect on corporate
commitment and job satisfaction.
Industry 4.0 refers to rapid changes in the design, development, deployment, function, and
service of manufacturing processes, materials, and parts. It stands for "fourth industrial
revolution" (Oberer & Erkollar, 2018). Finding and implementing the best technologies is a
big obstacle for Industry 4.0 but so is a shortage of digital culture and expertise within the
organization. Industrial businesses must establish a strong digital culture to ensure that
transformation is driven by consistent leadership. Digital innovations have an effect not only
on the field of information technology but also on how companies are run and what
leadership models are used. The leader of a 4.0 leadership model promotes constructive
interest in creative work and encourages managers and departments to work decentralized,
with the leader taking a less active role. Employees and departments should operate more
professionally, creatively, and innovatively, with fewer interference from leaders (Oberer &
Erkollar 2018). Organizational objectives (the ability to move from fixed cycles for assessing
employee performance to understanding that situations determine the need for assessing
employees and teams equally, and the ability to implement feedback routines), people (the
ability to distribute tasks based on the situation and team competence, and the ability to
implement feedback routines) are essential elements determining digital leaders (Oberer &
Erkollar 2018).

5. Recommendation

5.1 Solution for Employee Engagement

 A missing jigsaw for the EE of K+N

Together with physical well-being, the ability of acknowledging the meaningfulness

of the role, psychological well-being is the paramount priority for HRM. As discussed, K+N
has HCMS and my K+N to invest on performance management, but it seems that they leave
mental health to be a less concerning topic. It is urgent for a change to be made because as
Vance (2006) stated that mental well-being plays a significant role in commitment as well.
The lack of mental health could lead to a lack of full EE, which could possibly drag the
growth downwards. It is obvious to understand because workers simply reach a shortage of
not knowing what their job is.
To this stage, it is important to let the positive emotions flow inside the EE strategy of
K+N (Hazelton 2014). A model called ASSET could be an answer to this concern
(Robertson and Cooper 2010). This model heavily points out what a HRM manager should
do to enhance the mental health for workers besides assigning the work role. First, they need
to help customers to balance work and life. Second, employees must have a strong sense of
purpose and feel safety when conducting them. Lastly, giving them self-control and
autonomy to complete the work with creative way. By considering the model ASSET, K+N
once again can fulfill the richness of mental health of their workers.

 Employees engagement in the Covid 19

As discussed above, this section will come up with a solution to increase productivity
and the most valuable goal in this part is still managing the engagement regarding work-
from-home at K+N as it was at offline mode.
To begin, it is surprising to acknowledge that work-from-home mode produces a
higher productivity level than in-house employees on both dynamic and even repetitive tasks,
and this matches perfectly with the business nature at K+N (DuBrin 1991; Bloom 2014).
Hence, to implement EE into WFH, there are some conditions that need to be matched.

Figure 2: Work-from-home engagement model Source: Ojo, Fawehinmi, and Yusliza

(2021)
From Figure 2, it is obvious that to engage workers into their role performance, K+N
has to build a supportive management structure on trust in which workers can feel they have
an abundance of support and an equivalent of resources (Ojo, Fawehinmi, and Yusliza 2021).
Specifically, this can be encouragement or a check-in 1 on 1 regularly from a senior manager.
Add to that, during the work-from-home session, coaching, feedback, financial support
should be included to maintain the communication channel with employees (Mani and
Mishra 202). It is important to have feedback because employees need to comment to
develop or change the progress if needed. Together with that, coaching sessions as
engagement activities at K+N should be developed in a variety of ways. They could be
segmented into three types: for family, for themselves, and team communications. First, for
family, it could be online family engagement practices. Second, for employees themself, this
should contain the most various options. They are talks with industry expert,
virtual challenges and competitions, new skill learning, work out session, and the most
important, appreciation meeting or recognition session to show the gratitude toward
employees for their contribution. Lastly, regarding team engagement, there are online team-
building activities, team meet-ups for lunch through an online platform (Baker, Avery, and
Crawford, J.D 2007;Ten Brummelhuis and Bakker 2012). In short, this section sees it is vital
to enrich the EE at K+N by assuring to create a healthy work space, maintaining routines as it
was in offline mode, and investing in technology to keep the communication bond going
strong. Comparing the available resources at K+N, the platform my K+N should be evaluated
as a wonderful technical support and continually used to implement extra coaching sessions.

5.2 Solution for Leadership Practice

 The 3608 feedback

The 3608 feedback, also known as multi rater feedback, is an effective tool to increase
the efficiency of leadership and management. The 3608 or "full circle" input mechanism
compiles feedback on an employee's leadership and management style from individuals all
over them, including superordinates, colleagues, and peers (Cacioppe & Albrecht 2000).
Personal leadership and management growth is the most common and potentially most
effective use of 3608 degree feedback. 3608 feedback is primarily used to recognize
developmental opportunities. Its participants may affirm their talents, recognize leadership
weak points, identify habits/behaviors/styles that could be negatively impacting others, and
confirm their developmental goals by evaluating various views of their leadership and
management style. The 3608 method assists individuals in focusing on and developing the
competencies correlated with good leadership and management (Wilber 1980). There is a lot
of evidence that managers' self-perception is skewed and that they appear to exaggerate their
own abilities as opposed to realistic success metrics and peer and subordinate scores
(Waldman and Atwater, 1998). It is important that 3608 feedback users consider what the
process is meant to do and whether the procedure is developmental or evaluative. The
feedback has real and concrete implications for the individual because it is evaluative (e.g.
promotion, salary increase). Applying 3608 feedback into K+N organization might enhance
the leadership practice especially in 4.0 industry.

 Evidence-Based Leadership Training Program

The program's overarching objectives were to cultivate a cadre of outstanding faculty

leaders throughout the career spectrum, promote peer mentorship and coaching among
learners, and inspire faculty leaders to foster a culture of service, gratitude, integration,
cooperation, and collaboration (Hackworth et. al 2018). The program's arrangement
comprised 68 hours of learning opportunities spread out over a 10-month period: (1) two 1-
day onsite workshops on relational intelligence including experiential exercises, lectures,
recordings, case studies, small group cohort conversations (exploration teams), learning
triads, and 360° input; (2) a 2-day offsite session of experiential activities (e.g., high ropes
course), team-building activities to practice new leadership behaviors, “life stories” sharing,
and 360° feedback on emotional intelligence; (3) two 1-day onsite seminars with experiential
activities, presentations, videos, case studies, small group cohort discussions (exploration
teams), learning triads, and 360° feedback on emotional intelligence 21; (4) Discover Your
True North and How Full Is Your Bucket? include the basis for four reading assignments.and
(5) a half-day for each person to show their "leadership profile" (Hackworth et. al 2018).
Developing relationships with peers and networking with colleagues, sharing stories with
others and learning from those shared by others, focusing on personal development that
fostered the development of leadership skills throughout the course of the program, and
gaining exposure to senior hospital leaders were among the most valued opportunities, are the
values that the participants might gain throughout the program (Hackworth et. al 2018).

6. Conclusion

To sum it up, this paper had gone through the Human Resource Management aspect of
Kuehne+Nagel. Employee Engagement and Leadership Strategies, in particular, would be
considered by highlighting the company's existing practices and recognizing issues relating to
human evolution, such as employee well-being and leadership growth in the twenty-first
century. Furthermore, proposals are made based on theoretical assumptions to boost not just
the organization's corporate efficiency but also to inspire workers to work better by
leadership activities in the 4.0 Industry.

7. Appendix:

Figure 3: Framework of engagement Source: May, Gilson and Harter, L.M (2004)

Figure 1: Gender Ration in per cent in Kuehne+Nagel 2021

Figure 2: Work-from-home engagement model Source: Ojo, Fawehinmi, and Yusliza
(2021)

Table 1A+1B: The evaluation of Kuehne+Nagel practice.

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