HR Report 2010/2011 - Deutsche Telekom AG

Correct management, exemplary service conduct by our executives, and above all, a corporate culture devoted to entrepreneurial co-responsibility – these are the keys to Telekom’s future as a highly efficient service company and creative driver of innovation.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 22 Supporting infrastructure and processes for change. Change House – the basis for targeted change management. We want to take our employees along with us through the radical, sometimes diffi- cult changes toward the “new Telekom” and to embed the new structures and the new culture in everyday working life. This entails a professional and high-quality Group-wide change management that also incorporates emo- tional and subjective involvement. In 2009 and 2010, the HR team focused on actively accompanying One Company integration. At the same time, our change tools and initiatives were pooled under the Change House um- brella. Since 2010, Change House has helped us establish efficient, consis- tent Group-wide change management that also takes specific regional and local conditions into account. In this way, we are also continuing to systema- tize our international transformation management, by drawing on the many tools already available in our segments and Group-wide. Tools and development programs. The Telekom Wiki platform “Transfor- mation Management” from HR Europe is one such example. HR person- nel, change experts and interested employees can use this tool to obtain comprehensive information about change management in their segment or the Group. Another example is the Transformation Management Tool- box, providing HR experts throughout the Group with guidelines and best practices for developing and implementing their own change measures. We also recognize the importance of supporting our executives, as the en- gines of change, with corresponding development programs. T-Systems, for example, has created its own series of workshops, HRD@T-Systems. It strengthens the role of executives as both HR developers and change ma- nagers. This successful series will be rolled out to all T-Systems national companies in 2011. Change Navigator, training and Change Community: Exchange of ex- periences, transfer of know-how, best practices. The “Change Navigator” provides the basis for our Group-wide change management. The Navigator contains practical tools, work documents and best practices from the indi- vidual Group units that can be used by all change experts in their work. The tools are designed to be flexible, so that all HR Business Partners and exe- cutives accompanying the change processes can likewise use the Change Navigator. In early 2011, we began the international rollout of the revised Change Navigator. As well as providing support to the on-going change management process, the training of all change experts, Business Part- ners and executives is another important element of the Change House. We have therefore established a graduated series of training courses which al- low our change experts to build on their training and obtain information. For example, those involved in large change projects can attend the “Change Management” professional program, launched in November 2010 by our partners, the renowned British Henley Business School. The Change Community allows change experts worldwide to exchange their project experiences and best practices in four international community calls each year, and in person at the international Change Community Con- ference, the most recent of which was held in November 2010 in the Slo- vakian capital Bratislava. Additionally, T-Systems has developed an online Change Orientation Tour for managers, HR Business Partners and change experts. In future, we will continue to draw on external experts to advise and accompany change projects across the entire Telekom Group, and have created a pool of change agencies that are able to offer dedicated support. Employee involvement as a success factor. Controlling and feedback to measure the success of change management. We use a closely knit feedback system to review the success, trends and possible need for adjustment of our change management. This includes our pulse surveys, which take place twice a year. They provide a snapshot of current trends and sentiments among our employees, for example with regard to satisfaction, understanding of change, and acceptance of the Group strategy. For a more in-depth measurement of commitment, service conduct and employee health at individual team level, the Group-wide em- ployee survey, held every two years, provides a reliable and permanent barometer. In addition to this comprehensive employee feedback, we also measure change progress individually, for example via “360° feedback” for our executives. “Initiative 2010”, for example, uses 360° feedback for personal position-finding. Record response to 2010 employee survey: Health slightly above-aver- age. 138,000 employees in 27 countries took part in the three-week em- ployee survey in October/November 2010, representing a record response rate of 72 percent. Telekom was the first DAX-listed company to include detailed questions on mental and physical health in its current employee survey. The questionnaire for the in-depth health survey was developed with the help of academics at Dresden Technical University. The university also provided benchmark figures for companies in the service, manufacturing, administration and IT sectors. Measured against these, Deutsche Telekom is slightly above average in terms of health.