HR Report 2010/2011 - Deutsche Telekom AG

Best service and outstanding products – the key elements in a top customer experience are also the cornerstones of our internal HR organizational structure and HR culture.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 38 HR Global Roadmap – further internationalization of our HR mission and action areas. Under One Company, Deutsche Telekom is increasingly fusing into a global corporation. HR is driving this development forward with a consciously international approach to HR work under one strategic umbrella: One HR. One Company also applies to HR itself. We standardize HR processes across the Group whenever we find an opportunity for syner- gies or competitive advantages, for example with regard to talent manage- ment. In order to meet both local and global requirements, we have esta- blished four levels of standardization: From specification of a Group-wide framework, to uniform HR products and standardized processes, through to identical IT tools. Best HR people: Having the best employees lets us offer HR’s customers an excellent experience. The demands Deutsche Telekom makes of its HR department, and which are anchored in its HR “partner for business” mis- sion statement, are high. If we are to meet our internal customers’ expecta- tions on the one hand, and improve the company’s overall competitiveness on the other, we need an optimum organizational structure, as well as in- depth business expertise and a professional service culture among the HR team. Best HR People, one of our top HR projects, is therefore designed to strategically advance the role of HR work. In particular, the project focuses on the following aspects of HR work within the Group: ƒ Honing our business partner role in Germany, particularly via training on the topic of Total Workforce Management (TWM). ƒ Talent management for HR ƒ Ensuring a fresh supply of talent for HR, from “HR Start-up!s” to impro- ved onboarding for new HR employees, e.g. with Welcome@HR events. ƒ Broad-based training of HR employees via HR CAMPUS HR CAMPUS – first steps toward developing a Group-wide HR community. At T-Systems, HR CAMPUS has been a permanent feature of vocational development for HR employees since 2008. The program has been so suc- cessful that we have now rolled it out across the Group as part of “Best HR People”. For the first time, it enables HR employees in all units to learn to- gether, engage in debate and network. In 2011, the training modules in the existing program will be supplemented with an international HR Conference Camp on “Sustainable Transformation” and systematic on-the-job learning. Targeted identification and promotion of HR talents. We have optimized onboarding for new HR professionals with the Welcome@HR initiative. The first Welcome@HR event took place in late October 2010, accompanied by an information brochure and a mentoring concept for HR. We are also on a mission to attract academically qualified junior HR staff with our “HR Start up!” program, which enabled us to meet our target of recruiting a fur- ther ten talented individuals to a career in HR in 2010. The on-going imple- mentation of Talent Spaces and Talent Pools is designed to make HR ta- lents more visible and facilitate the comprehensive, selective promotion of talents. We are also forging ahead with the further internationalization of the HR unit, supported by our HR development initiative Telekom X-change (see page 34), international Start up!s and cooperation arrangements with AIESEC, the world’s largest international student organization, represented at more than 1,700 universities worldwide. The three-pronged HR organization. Business Fulfill HR requirements for business, e.g = Advise executives and company management, = Implement core processes, = Business-specific HR projects, = Shape employee relations, = Integrate HR topics in business policy HR Competence Centers HR Shared Services = Process and product house = Draw up HR policies and core processes/tools to manage, support and review implementation success = Innovation centers = Work areas, e.g. = Compensation and benefits, = Collective bargaining policy, = Health and social issues, = Human resources development, = Diversity, = Employee relations, = Employer branding, = Global labor cost management = Efficient and high-quality performance of standard administration processes = e.g. = Payroll accounting, = Personnel files, = Pension scheme, = Recruiting, = Training and development programs = Vocational training Integration of the HR strategy in business/Group strategy Translation of Group/ business strategy into the HR strategy HR Business Partners Think Company Touch Company Service Company