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 Fitting the talent pieces together: The whole is greater than the sum of the parts. One Company: A company with a new focus needs a fresh, holistic approach to talent management. This should be based around regions rather than business areas, with an international focus instead of an intro- verted focus on Germany. This fresh approach by Deutsche Telekom calls on the HR unit to tailor its existing talent concept to the new business con- cept, particularly in the case of competition-critical functions such as IT, innovation and technology, and has global validity, transcending all legal boundaries. Functional talent pools make up the central element of our re- vamped talent management system. We hope to use these to promote our up-and-coming management team, our experienced top performers and high potentials, and last but not least, our top talents, in a business context. The aim is to get Deutsche Telekom into the top ten talent companies in as many countries as possible by 2012. A broader approach to talent identification: Biotopes instead of elitist circles. The elitist talent philosophy of the Eighties, which relied on iden- tifying the best candidates at a young age and promoting this very limited circle of individuals, has long since been superseded by reality, particularly in view of the demographically-induced talent shortfalls in many areas, coupled with the realization that talent exists in a far more diverse format, and is often only activated during the course of professional challenges. Our approach to the identification of talent at international level pre-supposes the use of all identification options, as well as talent pools throughout the various phases of professional development. Talent identification is divided into three target groups, emerging talent, professional talent and top talent. Our so-called “talent spaces,” which are formed from the broader pools, encourage the selective development of talent in communities with identity-, success- and knowledge-shaping elements. As well as providing a range of networking opportunities such as events, marketplaces, digital media and ideas management, the services on offer also include mentoring, action learning and dialog with opinion-shapers and top management. Developing talent for the business leader team (BLT). In the future, we will be placing special emphasis on developing outstandingly talented em- ployees to further their advance in the direction of top management. This will again be based on the established STEP up! tools and processes. Addi- tionally, candidates we identify will be given the chance to assume respon- sibility for complex projects and functions within view of top management and thus to commend themselves for business leader positions on a fast- track basis. The goals we pursue here include: Designing transparent development paths – from the bottom to the very top. Inspiring long-term employee loyalty to the company on the basis of broad competency and personality development. Securing skills at the company Accelerating the careers of the top talents Talent Team Tolerance Technology HR@2012 ”As the partner for business, we deliver top quality.” Talent Agenda ”We win, retain and develop talent in expert and management functions in compliance with our business objectives.” Service culture ”We support transforma- tion into the most highly regarded service company with our professional, business-driven change management.” Competitive workforce ”We create value-added with end-to-end total workforce management.” “Best People” with the Talent Agenda. Linking the HR strategy and its Talent Agenda with the Group strategy has culminated in a clear mission for the Deutsche Telekom Human Resources unit: To recruit the very best people from the international employment markets, to give them space to develop and hone their skills and personalities, and to secure their loyalty to the company by offering attractive prospects. In the year under review, the focus inter- nally was placed on Group-wide harmonization of all HR development processes and tools, while externally on the talent market, attention focused on enhancing our reputation as a talent company. Recruit- ment and training initiatives, together with development and career concepts for experts and executives, remained on the agenda this year. All of these aspects contribute to improved competitiveness in Germany and Europe, and continuing growth abroad. We supported the trend toward interactive use of the Internet with expansion of our Web 2.0-based recruiting. Best HR People: Precisely the right people for HR business. With “Best HR People” the Group’s HR unit is also pursuing targeted talent management within its own ranks. At present, it comprises four principle elements: Skills development for HR business partners on the basis of the three-role model Expansion of international job rotation at HR The annual HR talent review Special promotion of HR Start up! and Jump-In! participants. Contents