No one knows the value of training better than delivery giant DHL. Having cultivated near best-of-class status in many key areas of employee satisfaction, recent surveys indicate DHL has been as successful at not only engaging its employees in achieving the goals of the organisation, but also in training its managers to become more relevant to their employees and drive business results from the ground up.

A large part of DHL’s communication strategy involves recognition training, and for that DHL turned to O.C. Tanner’s Carrot Culture Group. A specialised group of best-selling authors, speakers and trainers, the Carrot Group helps managers grasp the power of the Carrot, or how to effectively use recognition and praise to create a high performance culture.

"Training helps managers understand how recognition benefits them personally - achieving goals, driving results, creating a unified, productive team. That’s what makes recognition an accelerator. It can accelerate individual and company progress toward mutual success," says Carrots author Adrian Gostick.

Kelly and her team use recognition as a tool to unite employees and move the company forward as one, training senior leadership and employees alike.

"When people see the impact recognition is having on other areas of the organization, they realise recognition is not another initiative, it is a way of doing business," says Kelly. "Once managers go through the training, understand how to use the programme and the direct benefits that come from it, we usually don’t have a utilisation problem. So my job is to get the tools out there and educate people on how to best use them."

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