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 39 Development of internal HR service quality. Example: Handling times, HR Services Telekom (PST). Ø 2009 Ø 2010 Processing travel expenses 3 WD 3 WD Handling child/family benefits for civil servants 20 WD 16 WD Availability (overall) 76 % 87 % Complaints rate** 0.37 % 0.23 % WD (working days): All data refers to processing days at HR Services Telekom * 2010 figure refers to PST-related complaints ** Target 2009 = 75% In 2010, HR Services Telekom (PST) = Supported around 130,000 active employees along with 120,000 benefit recipients and retired employees, = Handled a total request volume of around 3 million transactions, = Processed some 475,000 travel requests and 1.6 million payslips, = Received some 500,000 telephone queries, 73% of which were resolved during the initial contact. Further streamlining of the three-role model. As part of HR@2009, we established a new, three-pronged organization consisting of HR Business Partners, competence centers and shared services. This structure is cur- rently being further streamlined in certain areas. For example, we are en- hancing our “customer-facing quality” by automating and further simplifying selected processes to the benefit of users. That has allowed us to make our HR organization even more efficient. Processes and structures for a customer-centric HR organization. Human Resources Services Telekom boosting customer satisfaction. Positive ratings of our work continue to grow year by year, as indicated by our recent in-house customer satisfaction survey. In the year under review, satisfaction among executives worldwide rose to 6.9 (+ 0.3), while among employees it remained stable at 6.2 on a scale of zero to ten. Our target is to achieve a Service Excellence score of 8.0, which means there is still sig- nificant scope for further improvements. The generally good work and so- cial competence of the HR Business Partners is confirmed by our execu- tives, with a score of 7.3 (+0.3) in the sub-index “Service orientation” (with some units even exceeding a score of 8.0). Our central employee interface in the German Group, HR Services Telekom (PST), has played a pivotal role in helping to boost customer satisfaction. In the year under review, custo- mer satisfaction with PST rose to its highest level in three years, at 7.2. The availability of the PST unit consistently remained above 75 percent, and the complaints quota in the second half of the year was well below 0.2 percent at all times. In the context of the formation of Telekom Deutschland GmbH, PST’s availability score rose to 87 percent, despite a 30 percent increase in the volume of calls. Employee satisfaction and the health quota at PST have likewise showed clear improvements. In direct dialog with employees. Once a year, we invite direct questions and suggestions from employees at Germany’s largest sites. The “HR on site” series of events provides information about improvements in the HR division with a view to bringing HR closer to employees. We have also esta- blished HR Communication Services (HCS), which is likewise based at HR Services Telekom. At HCS, our aim is to provide as much communication as possible, but no more than necessary, and we pursue this goal by tight- ening our internal and non-strategic HR communication processes in a struc- tured, target group-specific manner. Telekom Wiki is another tool which pa- ckages HR information together for all Telekom employees and managers. Simply HR and HR Process Excellence. One standard, one process, one service experience. The two strategic projects Simply HR and HR Process Excellence were specifically devised to make the HR product portfolio even simpler and more efficient, and to unify and de-bureaucratize HR processes within the Group. Both projects were successfully completed in 2010. Where necessary, we have either followed them up with additional projects, or implemented them as uniform standard processes in Germany. HR Pro- cess Excellence, for example, defined more than 200 central HR processes and coordinated them across all companies and roles. Simply HR has hel- ped us to minimize complexity and bureaucracy in the HR unit in a custo- mer-friendly way: More than 75 percent of the topics covered by the project have now been simplified. For example, 750 of the 4,000 or so HR docu- ments have been abolished altogether, with a further 1,250 being com- pletely rewritten. Communications within the HR unit have also been reorga- nized for greater clarity. As well as setting up HR Communication Services, the Group’s HR portal has been further standardized. HR reporting has also been simplified: Enquiries and problems are dealt with more quickly, and terms and definitions have been harmonized. The introduction of a new contract document, offers legal certainty and makes in-Group transfers much simpler. Executives’ satisfaction with HR. Development 2006–2010. Survey of 13,000 executives in 29 countries. 6 8 11 Our target: “Service Excellence” 8.0 20072006 2008 2009 2010 Target 2011 5.4 5.6 5.8 6.6 6.9 7.5