Human Resource Environment

Academy helps Target to deliver top talent of tomorrow

First eight employees emerge from rigorous selection process

G rueling interviews, psychometric testing, and individual presentations to senior

executives on a topic completely unrelated to the business formed part of a rigorous

selection process that put eight employees of UK delivery company Target Express

in the fast lane for career development.

The 1,800-employee company set up the Target Academy last year (2006) to acknowledge

the needs of talented employees and maximize their potential in the organization. The idea

originated from the Target Express board of directors, but it was the company’s internal

human-resources team that pulled the individual suggestions together to create the Target

Academy structure.

Ken Johnson, Target Express HR director, explained: ‘‘We wanted to create a training

scheme that highlighted the talents of employees who have the dedication and ambition to

succeed at a higher level in the company. As well as rewarding their performance, we

wanted to help them to progress their careers within the business.’’

How the ‘‘class of 2006’’ was chosen

‘‘We had to design a fairly rigorous selection process, which ranged from initial nominations

by line managers to grueling interviews, psychometric testing and individual presentations.

We were very pleased and impressed with the caliber of all the candidates, which made the

final decisions very difficult.’’

Line managers nominated potential candidates who had demonstrated excellence in their

specific area of the business, encompassing sales, operations and support services. The

final eight members of the ‘‘class of 2006’’ were selected by the three sponsor directors

involved in the academy – Ken Johnson, sales and marketing director Stuart Godman, and

operations director Phil Duckworth.

The comprehensive interview process incorporated psychometric and development testing

and an individual presentation performed on a subject unrelated to the business, which was

unfamiliar to candidates beforehand. According to Ken Johnson, the presentation element

gave the sponsor directors a valuable opportunity to see the nominees tested outside their

comfort zone.

‘‘The multi-faceted selection process we developed was entirely necessary because the

stakes were so high for the candidates,’’ he explained. ‘‘The process had to be tough so that

we could be confident that we had selected the right people to be members of the inaugural

Target Academy.’’

From the candidates’ perspective, the selection process was challenging and exhilarating in

equal measure. Alison Harrop, one of the chosen academy members, recalled: ‘‘The whole

DOI 10.1108/09670730710735753 VOL. 15 NO. 2 2007, pp. 33-35, Q Emerald Group Publishing Limited, ISSN 0967-0734 j HUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGEST j PAGE 33

selection process was a testing experience for me and all the nominees, especially when we

had to present to the senior management on an unfamiliar topic. We all worked really hard for

the opportunity to benefit from the scheme, and I think it brought out the best in all of us.

‘‘I was delighted even to be nominated and recognized by the management as a potential

member of the Target Academy; to be finally selected was a real honor. I think it is extremely

commendable for a company to invest such quality time in its employees’ development

through programs like this, and I am proud to be part of it.’’

Tailor-made training package

The end product for the final academy members is a tailor-made training package,

incorporating a personal-development plan that will expose members to the various levels of

the business, from the most junior role through to the directors’ chairs. As the academy

members represent all levels of the business, from junior positions to more senior managers,

the custom-built personal plan has been designed for each individual to build his or her own

career within the organization.

Ken Johnson explained: ‘‘Each personal plan designed for the eight individuals is the

backbone of the academy program. The plans have been carefully constructed using the

results of the psychometric and development testing that each member completed during

the selection process. The development plans provide every academy member with a

number of personal objectives to achieve throughout the year-long program, strengthening

new skills that have not been a focus of their everyday work beforehand. Each academy

member will receive invaluable training, knowledge and advice from the directors, learning

in detail about every aspect of the company.’’

Academy members have already begun to see the benefits as components of the program

fall into place. Members have each received a managerial leadership book, in-house

training programs, online training and advice and tips from their assigned sponsor directors.

Some have had the opportunity to attend events relevant to their sector that they would not

attend under normal circumstances.

Academy member Andy Harris commented: ‘‘Creating my personal-development plan has

made me aware of the areas I need to focus on in order to progress to the next stage of my

career. I have already achieved some of my goals and look forward to achieving more along

the way.’’

A sponsor director will mentor each of the eight academy members throughout the program.

The role of mentor is integral to the framework of the academy. Mentors will keep track of the

members on a weekly basis, providing expert advice and support, company-performance

updates and watching out for potential opportunities that might benefit any of the candidates

in the future.

With the academy almost half way into its inaugural 12-month ‘‘term’’, feedback has been

positive from everyone involved.

Andy Harris commented: ‘‘The program has been tough so far, requiring hard work from

everyone. It has been an eye-opener for me and my colleagues as the tough training runs

‘‘ The multi-faceted selection process we developed was entirely necessary because the stakes were so high for the candidates. The process had to be tough so that we could be confident that we had selected the right people to be members of the inaugural Target Academy. ’’

PAGE 34jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGESTj VOL. 15 NO. 2 2007

alongside our normal jobs – but the program has been well worth it. The hard work is nothing

when compared to the final rewards.’’

The academy’s success owes a lot to careful planning, and the creation of a program that is

unique to the Target operation. Plans for the second generation of academy members, to join

later this year (2007), are well under way.

Portfolio of incentives

Aside from the Target Academy, the company’s HR team has established a portfolio of

incentives for employees throughout the carrier’s national network.

The ‘‘Target Challenge’’ rewards unblemished attendance during the company’s busiest

trading period, between September and December. All employees (except managers and

directors) with a 100 percent attendance record for this period are entered in a draw, with the

winners claiming prizes that range from a Smart car to holiday and short-break vouchers.

The campaign cut absenteeism by 26 percent in its first year of operation.

‘‘We aim to deliver success through people and the incentives and programs we have

introduced are all very focused on achieving this,’’ said Ken Johnson.

Target Express also conducts ongoing training programs with the Institute of Sales and

Marketing Management (ISMM), the Institute of Logistics and Transport and the Institute of

Leadership and Management. These awarding bodies provide independent training

solutions for Target’s employees, who then receive recognized qualifications that will stay

with them throughout their careers.

Petar Cvetkovic, chief executive, concluded: ‘‘Target Express has a business philosophy of

‘nobody takes more care’, and this applies not only to the service we deliver to our clients,

but also to how we value and care for our team. I firmly believe that this investment in our

talented and promising employees will be of great benefit for our organization and for the

individuals concerned. The Target Academy enhances our existing training and we will

continue to look for new and effective ways to improve in this area.’’

Keywords:

Employee development,

Career development,

Distribution management

Note

David Pollitt, Human Resource Management International Digest editor, wrote this article.

‘‘ Each personal plan designed for the eight individuals is the backbone of the academy program. The plans have been carefully constructed using the results of the psychometric and development testing that each member completed during the selection process. The development plans provide every academy member with a number of personal objectives to achieve throughout the year-long program, strengthening new skills that have not been a focus of their everyday work beforehand. ’’

VOL. 15 NO. 2 2007 jHUMAN RESOURCE MANAGEMENT INTERNATIONAL DIGESTj PAGE 35

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