Lenka Miess, CEE Chief People Officer, DPD
What did HR look like at DPD when you joined?
It was a purely administrative function. A typical situation went like this: someone burst through the door and said, “We need a sales rep,” without any further context, and left. I started asking questions – what kind of person, why, for which team, what value they should bring. That was the first impulse to shift HR from a back-office role to a true business partner.
What has changed over the past twelve years?
Today, HR is part of strategic decision-making. We don’t wait for assignments – we join the discussions, bring data, suggestions, and opinions. HR now has a voice and responsibility. I’m an economist by background, I like numbers and logic, and that allows us to speak the same language as management. Every decision can be quantified – how much it costs, what it brings, and what impact it has. That’s crucial because without numbers, any HR initiative is just a vague wish. Today, we’re no longer implementers; we’re co-creators of decisions.
Your HR department has gone through major digitalization. What does that look like in practice?
We’ve practically eliminated paper. We now have one central HR system where all data lives – no local spreadsheets, no duplications. Onboarding is fully digital. A new hire receives a QR code or link, fills everything out online, signs electronically, and within minutes they’re ready to start. No printing, no in-person paperwork.
Sustainability for us isn’t just about vehicles and warehouses, but also about administration. Less paper means fewer errors and less wasted time. HR should be efficient, not produce binders. Our parent group has strong sustainability goals, and we want to show that “green” can be done smartly – every day, in ordinary processes.
DPD has about 650 employees in the Czech Republic, but all couriers are employed by external partners. How do you maintain brand quality in such a model?
Couriers are the face of DPD for customers, even if they’re not our direct employees. That’s why we work closely with operations, provide onboarding sessions, organize events for couriers, and have a DPD representative at every depot who acts as our extended hand. This helps us maintain standards and company culture across the country.
Last year you underwent a big change – integrating five countries into one unit. How did that come about?
For years, DPD operated as a loose network of five smaller countries, each with its own leadership, budgets, and goals. But the market changed – pressure on efficiency and margins grew, and each country was developing its own solutions. It became clear that this wasn’t sustainable. So we decided to move to a shared model, unify management under a regional leadership in Prague, and integrate key functions such as HR, finance, compliance, and IT.
That means a shift to a matrix structure. How are teams adapting?
It’s not easy because most people were used to classic hierarchies. It requires a different communication style, trust, and clearly defined responsibilities. That’s where Arthur Hunt helped us. They guided us in defining roles, clarifying expectations, and showing that change must first be understood before it can be lived.
At that time, you decided to implement the Reason for Being program by Arthur Hunt. Why?
When you give people new roles with more responsibility, they need to understand who they are as leaders and what purpose their work serves. Reason for Being brought a human dimension to the transformation. Each leadership team member worked with consultants to define their personal claim – what they stand for, what they bring to others, and where their strengths lie. It was fascinating to see even technically oriented managers realizing their role isn’t just about numbers but about how they can inspire people.
Do you remember what resonated with you most personally?
Probably the moment when I was listening to my colleagues’ personal Reason for Being statements. Suddenly, even those who are used to managing through KPIs and performance talked about collaboration, motivation, and mentoring. I realized that at the core, we all share the same desire to make a positive impact.
It also reminded me of one of our old company mottos, Delivering Joy. Even though we don’t officially use it anymore, it captures the essence of our work. Logistics directly affects people’s lives – someone’s waiting for a birthday gift or an important document. When it arrives safely and on time, that’s joy. That simple “why” helps people understand the purpose behind their work – and that’s exactly what Reason for Being is about.
What did the program bring you personally as an HR leader?
It allowed me to see people differently – not just by their performance or role, but by their potential. It became clear who’s a natural leader, who needs support, and who’s eager to grow. That helped us plan development more effectively. And it reminded me of my own Reason for Being. My purpose is growth – of people and organizations. I love seeing someone understand their direction and start growing on their own. I believe HR isn’t here to tell people what to do, but to create an environment where they can succeed.
And what did it bring to the team as a whole?
It helped us align around a shared goal, even though we come from different countries. After a year, we see that cultural differences are bigger than we expected. For example, Hungarians need clearly defined roles and processes, while Czechs are more flexible. But that’s the strength of a matrix – learning to balance structure with freedom.
How do you make sure people feel confident in this new structure?
Communication is key. Explain, repeat, create space for questions. We’ve been in transformation for a year now, so it’s easy to think everything’s been said. But people come and go, things evolve. It’s important to keep revisiting topics and to have team members who can capture concerns early and share them before uncertainty turns into frustration.
Do you plan to continue with the Reason for Being program?
Yes, definitely. It’s not finalized yet, but we want to extend Reason for Being to middle management as well. The goal is for it not to be a one-off workshop but a mindset – a way we think about leadership. It should become part of our company culture, not just an HR project.
If you had to sum up the main benefit of the whole process in one sentence, what would it be?
That transformation isn’t about processes – it’s about people. When they understand why they’re here and what they’re trying to achieve together, everything else starts to fall into place.
And personally – what has this experience given you?
Reason for Being taught me to pause and truly listen to what people say. It was inspiring to see colleagues open up, talk about their values, and find strength in them. It was a human, authentic process that reminded all of us why we’re really here.