Employee involvement & satisfaction.
Our employees want to be able to identify themselves with the company and help it grow. We get them actively involved, for example by providing a portal where each and every employee can contribute ideas and suggestions. More streamlined hierarchical structures, new forms of work and communication channels and regular surveys also promote open dialog and the productive exchange of ideas.
During the reporting period, we continued to engage in active dialog with the elected employee representatives within the Group in Germany. Without their cooperation, we would not have been able to successfully conduct a number of measures and projects. Results such as these are the fruits of our commitment to cooperation based on trust as outlined in the Employee Relations Policy. A key role falls to the Group Works Council, our contact for all co-determination issues within the Group in Germany. In the European Works Council (EWC), Deutsche Telekom nurtures an active relationship with the employee representatives of our European subsidiaries and affiliated companies. We intensified our dialog in Europe and discussed current changes and challenges in our industry as well as the need to adjust framework regulations based on EU legislation during an EWC project week event. We continued our trusting collaboration with employee representatives at an international level as well.
Telekom is pushing ahead with the transformation of our working culture toward the concept of Enterprise 2.0. The term Enterprise 2.0 stands for all the options provided by social media for creating new forms of collaboration within an enterprise, in addition to new forms of customer contact. Above all, social media can dramatically improve communication within a business enterprise. More dialog takes place, and this leads to more transparency and communication irrespective of hierarchies. Employees have more opportunities for setting their own agenda with topics of their choice, and it is also easier for them to join discussions that are already underway.
Since 2007 employees at Deutsche Telekom have been building networks on internal social media platforms to exchange ideas and promote collaboration across departments. That is why we established the Telekom Social Network (TSN) in 2012, so that employees would have access to a central platform for their networking activities. By the end of 2012 more than 40,000 users throughout the Group were registered in TSN, and by late April 2013 the number had risen to about 60,000. Even members of the Board of Management are among the users. Thanks to these numbers, TSN has become one of the largest and fastest growing corporate networks in the world.
We conducted the following social media activities in 2012:
- We set up a Social Media Council to manage and implement our social media strategy. The council is responsible for implementing our external social media strategy and makes sure that people at the company comply with the regulations when using social media. Representatives from the Social Media Council have the authority to make the final decision in escalation cases.
- More than 210 people responsible for social media discussed the topic of Enterprise 2.0 in four think tanks in 2012. They created a readiness check, which defines capabilities and specific components needed at any Enterprise 2.0 company.
- Deutsche Telekom developed an online training program to train all employees in how to use social media at the workplace and launched it as part of our regular offer mid-year. Numerous employees had completed the program by the end of the year.
- Other Enterprise 2.0 activities in 2012 included setting up the online large group format, Jam, and hosting the digital BarCamp event, which is organized by employees for employees.
We promote the use of social media at Deutsche Telekom through numerous marketing, communications and HR projects. The strategic HR initiative Global Collaboration plays an important role in this regard. It aims to improve collaboration throughout the Group, across all segments and national borders.
Outlook: Governance framework and technological advancement.
We are going to establish a mandatory governance framework in 2013 to provide guidelines for the internal and external use of social media throughout the Group. These guidelines will define and specify appropriate use of social media in areas such as marketing activities and in terms of data privacy and security.
We will advance Deutsche Telekom's social media channels technologically and connect different applications with each other via intelligent interfaces to make it easier for users to synchronize and use all of the applications. We also plan to develop a toolbox to monitor the efficiency of Enterprise 2.0 tools throughout the Group.
Ideas Management encourages employees to actively contribute to the constant, ongoing improvement of our products and services. Employees can submit their ideas for innovations. These ideas are then evaluated by our experts. If an idea is successfully realized, the employee is paid a bonus in recognition of his or her contribution. Suggestions submitted by employees have led to considerable cost reductions within the Group on a regular basis: In 2012, Ideas Management implemented 700 process, product and service improvements in Germany alone, resulting in overall savings of EUR 103 million. In 2012 our employees provided us with more than 13,000 ideas, which represented an increase of 20 percent over the previous year.
We continually support the further development of tools and instruments for Ideas Management. Two IT portals have become well-established in the Group: genial@telekomis a site where ideas that are ready for implementation can be submitted—whereas the Ideas Garden is a portal that supports joint development of new solutions. A third online platform—known as the Jam—was added in 2012. With Jam several thousand employees can work directly and interactively on concrete ideas or questions. Activities are clearly focused on a specifically defined task or issue, which participants must resolve within a specified time with support from a professional moderator. The platform was very popular from the start and has already hosted several jams. A jam developed for T-Systems drew 500 participants who generated more than 100 solutions during the specified time period.
The collective intelligence of our employees is also of great value for Telekom Prediction Markets. This new tool was introduced in April 2012 to support management decision-making. Employees use a simulated exchange and trading system to provide their market forecasts in response to current or strategic questions submitted by various Group business areas. This data is then analyzed and compiled to produce forecasts that are just as precise as those coming from professional market research organizations. In 2012 those participating in Telekom Prediction Markets addressed more than 100 different market issues. Some 1,100 employees have already registered to use the tool.
The employee survey held every two years and the six-monthly pulse check are our most important Group-wide feedback tools. We use the pulse check several times a year to gauge employee morale as well as the progress we have made in those areas that need improvement as indicated in the last employee survey. Both tools are popular, as can be seen in the high participation rate.
Following the 2010 employee survey, we optimized the survey itself as well as the follow-up process. We reduced the number of questions and simplified the results report. We also improved support for teams during the follow-up process.
In 2012, we conducted our fifth Group-wide employee survey since 2005. We invited some 195,000 employees in 27 countries to provide us with structured feedback in 18 languages. Nearly 150,000 colleagues from around the world took part—that is 76 percent of all those contacted (the figure for the 2010 employee survey was 72 percent). Employees in Germany set an all-time record with a participation rate of 82 percent.
And there was more good news: The results at Group level, in almost all areas, were much better than those recorded two years ago. In some cases positive feedback increased by double-digit percentages. Responses related to employee commitment and leadership as a key factor in this category continue to be very favorable, receiving even higher ratings than those recorded in 2010.
The survey trend is also positive when it comes to health. This is certainly due to the fact that we launched and implemented specific initiatives and programs following the 2010 employee survey. One example involved experts at Technische Universität (TU) Dresden, our health services provider B.A.D. GmbH, the Employee and Executive Advisory Service, local works councils and specialist health managers, who provided extensive support and advice to teams with below-par health scores. These measures have paid off, both for our employees and in terms of our reputation as a responsible employer.
We are continuing to uphold this level of commitment, and in mid-2013 we will again ask employees to provide us with anonymous feedback by participating in the pulse check.
When it comes to feedback on work intensity, the employee survey revealed a slight improvement in comparison to the figures gathered in the last survey. We are keeping attention focused on this matter, and we will promote those activities that have been particularly effective to date. We will continue to offer appropriate workshops for both management and employees. In these workshops participants can practice how to cope with increasing workloads and stress, while also learning to develop ways of simplifying work processes.
In 2013 we launched the strategic HR initiative, The Way We Work, to promote work processes that are simpler, more streamlined and customer-centric, with an eye toward achieving better results. This initiative focuses attention on how we collaborate as colleagues and will begin with our own processes in Human Resources: We are making things less complex, in addition to establishing efficient approaches to solutions and promoting efficient collaboration methods. We will draw upon the lessons learned from various pilot projects and information from the open discussions conducted by our employees in Telekom's own social network. This approach enables us to promote culture change in collaboration with our employees as we strive to become more agile and efficient. According to our Guiding Principle "Customer delight and simplicity drive our action," we are all required to examine the efficiency and simplicity of our processes and change them for the better, if necessary.
Telekom is planning to begin documenting the improvement measures using an IT follow-up tool in April 2013 so that we will be able to more effectively review the success of the measures that were developed based on the survey. This will make it easier for us to identify best practices and to support the teams more effectively during the follow-up process when our employees analyze their team's results and develop measures accordingly.
The focus of Slovak Telekom's activities in the year under review was on intensifying the engagement and on-going dialog with employees. This took place through a variety of formats:
- Employees were given the chance to discuss with members of the Board of Management. Though held in Bratislava, the forum was streamed to all other offices around Slovakia and shown on the intranet. 560 employees watched the forum on-site, 1,200 watched it online and 530 via the intranet.
- At five "Hot chair" events in 2012 senior managers discussed with employees on topics such as technology transformation or project management. Around 30 employees attended each event.
- Managerial Business Forum: Twice a year, members of the Board of Management meet up with the managers they are responsible for in order to discuss the business strategy and performance updates.