The 2009/2010 Human Resources Report

In order to turn our Group vision into action for our customers, HR supports the fundamental transformation of Deutsche Telekom to “One Company.”

Team 14|15 Key issues: HR efficiency and effectiveness. HR efficiency and effective- ness is the key issue for profitable and sustainable operation of existing and future business models in our company. The exclusive focus on plan- ning costs and headcount that was typical of total workforce management (TWM) to date is no longer sufficient, since this approach blanks out some of our personnel resources – the external freelancers, consultants, em- ployees in outsourced fields. It also ignores the quality aspect of the work- force structure, i.e., employees’ skills and the intergenerational age struc- ture. There are also new requirements, in particular when it comes to the make-or-buy decision, prompt recruitment for planned business scenarios or the protection of intellectual property, for example patents, through insourcing. Deutsche Telekom’s TWM covers planning, management and control of the entire internal and external workforce. In this field, we pay particular attention to labor cost structures in individual countries. They are evaluated on the basis of a KPI system, which gives us the personnel cost ratio, for example. At the same time, we enhance the purely quantitative analysis with proven qualitative analyses in order to identify the skills pro- files that will be needed in future at as early a point in time as possible. Our goals in doing so are ƒ Intelligent management of our personnel resources via skills development based on market and business needs, ƒ Winning the right skills for the future in the talent market ƒ The establishment of internal “skills marketplaces” ƒ Insourcing of external staff ƒ Sustainable demographic recruitment scenarios ƒ Implementation of business-driven location and mobility strategies Total workforce management equips us to set up a sustainable, high-qual- ity human resources planning system – and to do so for the entire Group, securing the optimal qualitative and quantitative deployment of our inter- nal and external resources. The HR efficiency that we achieve on the basis of this staff planning throughout the company is also one of the key benefits that TWM generates for the “Save for Service” Group efficiency program. International roll-out. Following continuing progress with roll-out in Ger- many, qualitative staff planning is now being implemented throughout the Group. The bottom line for us is to decide at global level what we want and must achieve, where and at what cost, in what quality and within what legal framework. HR: Service organization for the workforce. Simply HR and HR Process Excellence: Establishing transparent and efficient processes. We will only be able to embed the new service culture in the hearts and minds of all our employees on a permanent basis if we treat our colleagues with exactly the same service orientation as our cus- tomers. And our services will only be considered transparent and positive if the structures are kept as simple and transparent as possible. As the lat- est internal customer satisfaction survey shows, we are making slight but steady progress year by year. In 2009, satisfaction among executive staff worldwide rose to 6.6 (+ 0.55), among employees to 6.2 (+ 0.21) on a scale of 1–10. Our target is 8.0, leaving much room for further improvements. “Simply HR” and “HR Process Excellence” are two strategic projects de- signed to support these improvements. HR Process Excellence stands for the continuing harmonization and standardization of our human resources processes. They are scheduled for completion by the end of 2010. In the Simply HR project, we implemented suggestions from HR customers that led to a direct improvement in terms of reduced complexity. One example is our onboarding process, which now makes it possible to order a new PC under a temporary personnel number, so that it is ready and waiting for a new employee on his or her first day at work. We are expanding our em- ployee dialog through HR Services Telekom (PST) as well as the function- alities of the “myHR” employee portal (for myHR, see section on “Technol- ogy,” page 26). Service Headquarters: Service excellence for greater employee satis- faction. In the HR core project “Service excellence in culture and organi- zation,” we continue to focus above all on the transformation of our Group Headquarters to Service Headquarters, with its dual role as an issuer of regulations and service provider. With our “Service behind the scenes” ideas management campaign, we concentrate on further improving our internal service performance. Under the motto: “Don’t gripe – just act!,” we called on employees to tell us how we can play a more customer-orient- ed, less complex, more effective and more efficient role. Contents