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 40 Coherent process and IT landscape. The efficiency and quality of HR work go hand-in-hand with a functional, user-oriented process and IT environment. As customers of the HR department, the employees of Deutsche Telekom expect suitable HR products and services to support them in the best possible way in their day-to-day work. Ultimately, our sup- port is crucial to the satisfaction of HR customers. We therefore plan to establish a Global HR Service Architecture (GHSA) to improve the quality of the services offered by the HR department. This architecture also allows the HR department to respond very flexibly to organizational changes within the Group, while at the same time standardizing processes and systems at national and international level. The process for transforming selected indi- vidual projects into the future global HR service architecture is controlled by a dedicated program. In the HR department, the GHSA also supports the Group’s IT strategy, One.ERP. One.ERP aims to standardize corporate pro- cesses and data models for finance, controlling, procurement, human re- sources, and merchandise & production logistics, aided by coordinated guidelines and a coordinated implementation approach. Between now and 2013, GHSA is being developed in three action areas: ƒ Customer interaction (“One interface for all”) – a central, personalized portal with different communication and feedback channels. In future, executives, secretaries and employees will be able to find all relevant services and work tools in a central location. The new portal design is being piloted in the Netherlands. ƒ Global processes (“One product, one price”) – globally harmonized and quality-assured HR processes, which are reflected in customer-centric products and services. Clearly regulated areas of responsibility allow Business Partners and HR product owners to steer the HR service portfolio in a business-oriented manner. An initial HR Service Portfolio booklet is already available, and is currently being further refined in collaboration with the product owners and national companies. ƒ Global IT infrastructure (“One size fits all”) – a flexible HR IT architecture with an SAP HR system based on standardized global data structures, IT-assisted HR processes, and a central infrastructure framework. We will reuse best practices (programs, data, customizing etc.) and shed unwanted legacies. Only the data required for operations will be migra- ted. Migration planning for the launch of the new system will be coordi- nated with One.ERP, the HR Europe Business Partner organization, and the on-going standardization of the T-Systems HR system (CHRIS plat- form). The new global SAP HR system will likewise be piloted in the Netherlands. International HR work: Harmonization and respect for differences. Employee relationships: National autonomy, global framework. When crafting relationships with our employees, we need to focus our attention on regional, national and cultural features. In this area in particular, it is im- portant that we show respect for each individual country’s legal and cultural characteristics. This is true above all in dealings with employee representa- tives and national labor unions but also with national companies in which specific, legally required recognition proceedings prevent union represen- tation. We do not consider it appropriate to “export” Germany’s regulations to other countries. Instead, we respect the other forms of cooperation with legitimate employee representatives and/or workforces that have develo- ped in different countries. In our Guideline for Cooperation with Employee Representatives, we have made it very clear that we support the individual responsibility of national management bodies and their HR functions in building employee relations. Our Guideline is based on our Guiding Princi- ples as well as on national regulations and internationally recognized rules such as the United Nations Global Compact, the OECD guidelines, and the core labor standards issued by the International Labor Organization (ILO). Global Employee Relations Management – a varied approach to employee relationships. The Global Employee Relations Management (ERM) unit offers guidance and encourages the exchange of experiences on struc- turing employee relationships in different countries. To this end, the unit has collaborated with the international HR community and other compe- tence centers to develop a Group-wide Employee Relations Policy. This out- lines our global philosophy regarding our relationship with our employees, while respecting the valid laws and cultural customs in the respective indi- vidual countries. Within the context of shaping our global employee and in- dustrial relations management, in spring 2011 the “Employee Relations in a Connected World” forum will promote and intensify dialog on this topic. The department also offers support and advice on ensuring that Group- wide international regulations are compliant with labor law. Finally, ERM is responsible for HR coordination and integration tasks within the context of Deutsche Telekom’s international mergers and acquisitions.