HR Report 2010/2011 - Deutsche Telekom AG

As a “partner in business,” Telekom’s HR department supports the Group’s core businesses as well as its strategic growth areas and the Group strategy.

Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 8 Big 4: Strategic action focuses for HR. The HR mission, its key areas and strategic focus. With its mission, “HR – Your Partner in Business,” HR systematically backs the Group’s strategic action areas and supports the transformation process to a customer-orien- ted, multinational service group. The mission is fleshed out in its strategic cornerstones: Add Value, Enable Transformation, Best People and HR Excellence. These cornerstones are fixed elements of HR operations and are detailed in our strategy programs, the Big 4: competitive workforce, service culture, talent agenda and HR@2012. ƒ Big I – “Add Value” with a competitive workforce. An outstanding glo- bal portfolio of services and products in the growth areas and in today’s core business requires effective, efficient and integrated corporate and workforce structures and competitive labor costs. To this end, we are pressing ahead resolutely with the reorganization of Telekom as One Company. The object is to strengthen the global competitiveness of our company and its elasticity in our markets over the long term. The basis for doing so is maximum workforce effectiveness and efficiency. We are set to manage these aspects more intensively and, above all, on a global scale, with our Total Workforce Management system, rollout of which is already complete in Germany and has commenced at international level. ƒ Big II – “Enable Transformation” with a service culture. Here lies the key to success as the most highly regarded service company in the in- dustry. For a successful balance between a highly efficient service com- pany and creative innovation drivers, we need the right management philosophy and, above all, a global corporate culture which relies on co- responsibility throughout the company. We have already laid the founda- tions with our Guiding Principles. As “Enterprise 2.0” we want to reduce hierarchy and status symbols in order to create scope for more co-entre- preneurship. In this field, the new media offer us various opportunities for enterprise-wide networking and short, fast communication channels. ƒ Big III – “Best People” with our talent agenda. We make continual im- provements to our external employer image and internal talent manage- ment in order to win skilled, innovative employees for Telekom and keep them in the company. We pioneer a human resources and talent policy that combines the different potentials of men and women in a targeted and profitable way. With our aim of increasing the number of women in management positions in the long term, we were the first DAX 30 com- pany to introduce a women’s quota. We back workforce diversity and are establishing a worldwide diversity management system to drive the de- velopment of new, more flexible forms of work. ƒ Big IV – “HR Excellence” with HR@2012. We reinforce our service cul- ture and, at the same time, our strategic position as partner for business. The aim is to establish efficient, transparent structures and smooth, IT- based HR processes in order to maximize the efficiency with which we support international collaboration, convergence within our global Group and thus success in our markets. The basic elements of a top cus- tomer experience and customer satisfaction with HR – best service and excellent products – also represent the cornerstones of our internal or- ganizational structure and our HR culture. We are also currently expan- ding our development scheme for HR staff, “HR Best People.”