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 24 Enterprise 2.0 – Between vision and everyday. Telekom is one of the leading social media companies in the DAX 30. The following summary shows one thing above all: As a company, we at Deutsche Telekom are already present and firmly integrated in many areas of Web 2.0, both in terms of our external image, for example in recruiting, as well as with regard to our internal workflows and knowledge management, both internationally and in the German Group. ƒ We have more than 31,000 registered users of our in-house Enterprise 2.0 media such as Telekom Wiki, the blog platform and the “People Network”, our internal social network. ƒ More than 1,300 projects are handled via our cooperation platform Wiki. Wiki is available to all employees as the open “TelekomWiki,” and to closed project and user groups as “Telekom MyWiki.” The internal me- dia survey revealed that, since going live almost two years ago, Telekom Wiki has become the most trusted medium with the greatest perceived benefits among employees, even ahead of editorial articles on the intranet. 51 percent of all employees are familiar with Wiki. ƒ The Group has more than 50 German-language Twitter channels. ƒ There are more than 80 Telekom Facebook accounts and 20 YouTube channels. ƒ Perhaps the most impressive example is T-Mobile USA, which reaches more than 10 million customers via the targeted use of social media. ƒ With “Social Media in HR,” we were ranked number one out of 110 DAX, MDAX and TecDAX companies for HR marketing in the two leading ra- tings by Professors Jäger and Beck. HR organizes its Enterprise 2.0 strategy via the “Enterprise 2.0 Center of Excellence.” We are now focusing on using Web 2.0 even more selectively and stringently to accelerate our development as market leaders for con- nected life and work under Enterprise 2.0. In the field of culture manage- ment, the Enterprise 2.0 Center of Excellence created in July 2010 focuses on driving four core topics for the Group: new interaction and collaboration in customer and partner dialog, culture, communication, and an integrated Enterprise 2.0 infrastructure. Customer and partner dialog. The objective is to involve as many people as possible – employees, customers and partners – in our value creation processes. This means that we examine both our value chains for possible partner incorporation, as well as the use of 2.0 instruments. It entails ensu- ring the convergence of customer media internally, and building new colla- boration platforms. We have already launched our first programs e.g. in the areas of Open Innovation with the developer community Developer Garden, and in customer service and dialog via an extensive range of activities on social media platforms such as Twitter, Facebook and various forums. Culture: Greater self-organization. We are currently developing concepts to anchor Enterprise 2.0 in our management tools and programs. Flexible work models for individual control over working hours and training mea- sures such as mentoring programs by rising talent for established execu- tives are already in the pipeline, together with various Enterprise 2.0 instru- ments such as Ideas Garden 2.0, JAMs or forecast exchanges. We also en- courage participation and entrepreneurial thinking among our employees with events such as the self-organized barcamps or Open Spaces with our customers. Communications. The focus here is clearly on facilitating real-time com- munication. The aim is for all employees to develop a high level of exper- tise in dealing with new and futuristic media. The first step is to create uni- form framework conditions for using the interactive media. We have already drawn up social media guidelines, together with marketing recommenda- tions. Internally, interactive communication means completely refocusing the intranet as a feedback and dialog tool, further expanding collabora- tive instruments such as the Wikis, blogs and internal social network, and also reinforcing our external Enterprise 2.0 communication with respect to interaction and dialog. In 2011 we will be familiarizing Board of Manage- ment members, executives and employees with the use of social media in their everyday working lives with a series of coaching sessions and training courses. Technical support: using integrated Enterprise 2.0 technologies. We want to create a uniform, internal Enterprise 2.0 infrastructure with so-called social business technologies. This heralds a brand new era of collaborative working. The infrastructure must be international, Group-wide and network- independent. Above and beyond this, we are also striving to design mo- dern HR systems in this 2.0 infrastructure, and link them to the Group’s in- frastructure via open interfaces. Efficient working, from any device, anytime and anywhere – the technical future should make this possible. We are cur- rently evaluating the standards on which to base Telekom’s Enterprise 2.0 infrastructure in order to guarantee user-friendliness, simple access and security.