What keeps employees at DHL Express for decades? VP-HR Sunjoy Dhaawan shares retention strategies

As job mobility continues to reshape India's workforce, employers are facing a pressing question: what persuades employees to stay for the long term? 

In an interview with People Matters, Sunjoy Dhaawan, VP-HR, DHL Express India, shared how the logistics company approaches retention in a workforce environment where employees increasingly seek purpose, growth and meaningful workplace experiences.

For Dhaawan, retention is not a programme activated when employees decide to leave. It is the cumulative result of daily experiences, career opportunities and leadership behaviours that shape how employees feel about their organisation over time.

Retention begins long before an employee resigns

Dhaawan believes organisations often make the mistake of treating retention as a reactive exercise.

"Retention is never a checklist," he told People Matters. "It is evident in the everyday experiences of employees, whether on a Tuesday morning or a Friday evening."

He added that organisations which begin focusing on retention only after receiving a resignation may already be too late.

According to Dhaawan, long-term workforce stability requires continuous investment in employees' professional and personal development. At DHL Express, this includes learning initiatives such as Upstairs, a development platform designed to help employees build new skills and pursue career growth opportunities.

The company also places emphasis on employee wellbeing and safety, particularly given the operational demands of a round-the-clock logistics network. Dhaawan highlighted Swarogya, the organisation's preventive health check-up initiative, as one example of how the company seeks to support workforce wellbeing.

Key retention priorities highlighted by DHL Express include:

• Continuous learning and upskilling opportunities

• Career growth across functions and geographies

• Employee wellbeing and preventive healthcare

• Recognition and inclusion initiatives

• Leadership accessibility and support

• Internal mobility pathways

Why compensation alone does not explain loyalty

While competitive pay remains important, Dhaawan said employees increasingly evaluate employers through a broader lens.

"Fair and competitive compensation is essential, but it is rarely the sole reason employees stay," he said.

According to him, employees today seek:

• Meaningful work

• Career development opportunities

• Supportive leadership

• Wellbeing and flexibility

• Trust and recognition

• A sense of community and connection

Dhaawan noted that employees often remain committed when they can envision a future within the organisation and feel connected to a larger purpose.

"Compensation gets an employee through the front door, but visible career pathways, capable leadership, daily recognition, health and safety, and authentic trust are what inspire them to stay and thrive."

Internal mobility as a retention lever

Career progression emerged as another major theme during the discussion.

Dhaawan said DHL Express prioritises internal mobility by offering opportunities to existing employees before looking externally. He described the company's approach as visible, transparent and accessible across both corporate and operational teams.

Through the company's global Career Marketplace, employees who meet eligibility requirements can apply for opportunities across functions and geographies based on their skills and aspirations.

He also emphasised the importance of ensuring frontline employees have equal visibility into available opportunities.

"To ensure equity across our diverse workforce, especially for frontline colleagues who may not spend their day behind a computer screen, we distribute internal opportunities transparently via corporate email and accessible internal channels so that career awareness is universal."

The influence of managers on retention

Dhaawan described managers as one of the strongest influences on an employee's experience at work.

"Managers hold an outsized influence on an employee's daily experience and decision to stay," he said.

Within DHL Express's frontline operations, this approach is reflected through Daily Dialogues, short conversations between managers and employees before delivery routes begin.

According to Dhaawan, these discussions are designed to create open communication, address challenges and reinforce safety expectations. He said such interactions help strengthen employees' sense of support and psychological safety.

Leadership development also remains a focus area. DHL Express develops managers through its Certified International Manager (CIM) leadership foundation, which combines business capability with empathy and people-centred leadership practices.

"The true test of effective leadership is not an annual review score, it is whether an employee feels comfortable approaching their manager on any given day."

Employee loyalty has changed

Dhaawan believes the concept of employee loyalty has evolved significantly over the past decade.

"A decade ago, loyalty was often evaluated passively through tenure," he said.

Today, he sees loyalty as a reciprocal relationship where organisations must continuously invest in employee growth, wellbeing and meaningful contribution.

As part of this approach, DHL Express runs engagement and recognition initiatives including Appreciation Week and employee feedback platforms such as Feel the Pulse.

According to Dhaawan, these programmes help employees build connections across teams, experience different parts of the business and strengthen their sense of belonging.

"Loyalty today cannot be assumed based on a brand name, it must be earned every day through trust, respect, and consistency."

Small moments shape long-term careers

Asked about the most important retention lesson DHL Express has learned, Dhaawan returned to a recurring theme: retention is the outcome of culture rather than a single intervention.

He said long-term loyalty often develops through everyday moments, whether it is a manager taking time for a conversation before a shift, a family participating in a service milestone celebration, or an employee recognising a pathway into a future leadership role.

For organisations navigating rising employee expectations, Dhaawan's message is straightforward. Sustainable retention depends on combining career growth, empathetic leadership, recognition and wellbeing into everyday workplace experiences rather than relying on isolated programmes. 

In an environment where employees have more choices than ever, organisations that consistently invest in trust and development may be better positioned to build long-term workforce commitment.