The 2009/2010 Human Resources Report

Only a company that attracts talent like a magnet, secures its loyalty and carefully nurtures it, can be sure of a permanent supply of inventiveness, innovative strength and entrepreneurial spirit in all the areas in which it operates.

Talent Tailored advancement and succession manage- ment: For experts and executives with potential. STEP up!: Uniform executive management. Initially designed for around 2,400 executives in Germany, in a subsequent step we aim to gradually expand our executive development program “STEP up!” to executives all over the globe. The STEP up! processes and tools are strictly geared to our Group’s international structures. The core element of STEP up! is the Performance & Potential Review, while the new competency model pro- vides the basis for competency assessment. Go Ahead!: Development opportunities for experts. For experts at Deutsche Telekom, the Group-wide relaunch of the expert development scheme “Go Ahead” offers transparent development paths and optimum career prospects. There are currently more than 50,000 experts on the Go Ahead! scheme in competition-critical areas (primarily technology, IT, ICT and innovation). Advancing their expertise could be described as the “mass sports” of HR development for experts. Parallel to the traditional management career, we also hand-picked more than 600 top performers and high potentials from this scheme for the expert career (or “top-class sports”). Go Ahead! has already been launched for more than 90 percent of the experts at T-Systems and the former T-Mobile in Germany, and around 75 percent at the international T-Systems units. As part of Go Ahead!, expert development at T-Systems is accompanied by the “CAMPUS” range of strategic skills development programs. The programs are available for all key function areas at T-Systems and serve as a prototypical best-prac- tice approach within the Group. A uniform competency model links the two career paths. The new, globally valid competency model provides the material basis for our uniform Group-wide HR development. It replaces all previous models and is derived from our new Guiding Principles. In addition to the Guiding Principles, we have redefined the topics of leadership, intercultural competencies, com- munication skills, specialist competencies, result orientation and willing- ness to change as success-critical competencies. The competency model contains transparent, identical yardsticks for the assessment, development and promotion of our employees within the framework of our comprehen- sive career systems for executives and experts. The model has also created the material foundations to facilitate greater permeability between expert and executive careers in the future. The Performance & Potential Review (PPR) plays a central role in creating the additional transparency and har- monization of the HR development processes required for One Company. Success of executive development worldwide. KPI development, figures rounded, in %. Executives with completed Performance & Potential Review Internal appointment rate 80 100 2007 2008 2009 98 97 92 92 95 91 Contents

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