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The HR Report 2011/2012.

For efficient, powerful HR work.

58 Competitive workforceHR Big 4 and Group strategy Service culture Talent agenda HR@2012 HR excellence with HR@2012. The HR@2012 project is the driving force behind this. Along with its predecessor HR@2009, it comprises a range of concrete measures that we have put to- gether to achieve quality, process and structural improvements, as well as increased efficiencies and cost reductions within HR. As a result, we have been able to reduce our use of resources within HR by around 45 percent to a more competitive level whilst simultaneously improving quality indicators since 2007. Getting closer to our customers by pooling expertise in service and consultancy. Strengthening HR’s Business Partner role and improved ser- vices for executive staff. In addition to improvements in internal cooperation within HR, the year under review has seen us con- solidate the HR Business Partner role and establish uniform HR Business Partner areas in all Group units. We have done this in tandem with a more precise definition of – and improvements to – our services for executive staff. We are defining more clearly the difference between HR strategy tasks and administrative HR tasks. HR strategy tasks are being assumed by HR Business Part- ners in close cooperation with the business units. At the same time executives are enjoying optimum support for the completion of administrative tasks, which form part of their HR responsibil- ities, through significantly improved self-services and a dedicated call center, the HR Manager Line. In this way we can offer speedy, unbureaucratic and, where possible, automated administration processes. HR@2012. For efficient, powerful HR work. Our HR organization’s service orientation, efficiency and agility ensure that we give the business the best possible support. To offer our customers and partners in Deutsche Telekom a comprehensive service range of consistently high quality, we are rigorous in focusing our efforts on the demands of the business. We are cutting red tape and are standardizing our HR processes across the Group whilst developing the skills of our HR staff. We are also fine-tuning our HR product portfolio along the lines of simplicity, efficiency and effectiveness. HR Shared Services ƒƒ Interpreter of company’s strategic requirements and innovation driver ƒƒ Design of the global HR product portfolio and management of implementation ƒƒ Monitoring and further development of HR products ƒƒ Governance for HR policies and HR products ƒƒ Support the business primarily in the issues of transformation, employee representatives management, Total Workforce Management, employee leader- ship, talent and performance management ƒƒ First point of contact for devel- opment and implementation of a business-oriented HR strategy ƒƒ Definition of product require- ments ƒƒ Internal manufacturer of standardized HR products ƒƒ Production along the HR- product portfolio under a predefined service catalog ƒƒ Alignment of production to customer needs, quality and cost efficiency ƒƒ Consulting and service for executives and employees HR Business Partners Business Individual perspective Executives Employees HR Competence Centers The three-pronged HR organization. Implementation by May 2012.