With a combined total of more than 6,600 apprentices and students on cooperative degree programs in the 2017/2018 training year, Deutsche Telekom is one of Germany's biggest training providers. In 2017 we provided 2,200 training positions throughout the Group, of which 1,300 apprenticeships, 700 openings for Bachelor's students and 100 for Master's students. Up to 100 training positions were open to young refugees.
We promote lifelong learning and offer our employees a wide range of individual training and development opportunities, such as various programs for advancing expert or management careers.
Digital skills are the key to the future
We gear our training and continuing education offers to future-oriented strategic key areas such as big data, All IP and security. For example, our Cyber Security Professional program, which we started in 2014, started its fourth year during the reporting period. In March 2017, all participants in the program's first year successfully passed their final exams.
T-Systems created the Training & Skills Management (TSKM) department in 2017. For example, TSKM supports the transformation of T-Systems, with 2,700 measures (as of November 2017), various skills management offers and an internal service agency with a special skills development portfolio. TSKM has an eye on technology trends such as artificial intelligence and hybrid cloud, analyzes possible training requirements and develops a suitable offering for T-Systems employees.
Digital learning is becoming standard
We have been promoting digital learning at our Group for many years. In 2017 more than 37 percent of all course hours were completed in digital form. We use innovative formats such as our Massive Open Online Courses (MOOCs) as well as simulations, concise learning modules for on the go and learning games. We also rely increasingly on self-organized digital learning. For example, experts discuss future topics in Communities of Practice (CoPs). In 2017 there were 30 such CoPs working on strategic topics such as cyber security, clouds and Industry 4.0.
The digital learning options are being gradually expanded, with T-Systems purchasing licenses for external online learning platforms since 2016. T-Systems employees can use these platforms to take advantage of various learning opportunities regardless of their location and according to their needs. In 2017 T-Systems added another provider to its portfolio, who provides digital learning offers specially for experts in the IT sector.
The portfolio for management development programs at Deutsche Telekom AG was completely redesigned in 2017. The contained programs focus on helping DT managers to master challenges and assisting them with their management duties. In addition to an extensive training catalog, which supports managers in mastering their requirements, many new – primarily digital – programs were developed and carried out in 2017.
Proven tools for performance assessment
The Performance Dialog is the tool that we use to assess the performance of top-level managers. Around 2,800 managers are evaluated with this tool. The assessment involves not only target achievement levels but also looks at how the manager went about achieving these goals. Managers complete a self-assessment and obtain feedback from their colleagues who share the same hierarchy level.
We also continue to use our Compass tool to assess civil servants and employees covered by collective agreements in Germany and our Performance & Potential Review for employees outside collective agreements in Germany, a tool that is also used at many of our national companies.
We review the effectiveness of our training and development activities. These reviews involve standardized surveys conducted as part of our quality circle, which gives us a regular overview of the quality of our training and development activities via monthly reports. This allows us to continuously ensure the quality of the individual measures. Our Bologna@Telekom program designed to encourage part-time study, for example, is subject to extensive quality controls – from the application process to graduate management. We also use our regular employee survey to evaluate our training and continuing education offers and employ additional tools beyond our standard reports and surveys in special cases.
As a leading European ICT 2017. This value proposition showcases what distinguishes us as an employer and helps us to achieve a consistent perception of our Group across all target groups.service provider, we need the best minds: creative thinkers and employees with a knack for technology that want to help us design the digital transformation. We look for top talent in all countries, which also contributes to the further internationalization of our Group. We offer applicants a worldwide platform for job searches and international standards in our selection process. To further strengthen our employer brand in the growing job markets, we developed a new global Employer Value Proposition (EVP) in
We also use digital channels for recruiting. This includes our Global Online Challenge Platform, which we use to reach students, graduates, start-ups and IT professionals worldwide who enjoy mastering virtual business games. Our recruiting robot Roberta is our answer to "living digitalization". Roberta allows colleagues to participate in trade shows, events and trade congresses, personally answer questions on site and even provide people with live glimpses of Deutsche Telekom's working world - all while sitting at their office desk. Completely in line with our motto, "We shape the digital world to bring people closer together", we are shaping the digital world in order to bring people together and establish close relationships. Take the CMD+O project, which served to create an open workspace at the end of 2017 in Berlin for two weeks for students and young professionals. Those who were interested could take part in workshops and attend presentations. By employing these and other measures, we were able to acquire over 1,000 IT and telecommunications experts in Germany alone in 2017.
We received several honors for our recruiting activities in 2017 as well. Our Find Your Team career website received the HR Excellence Award 2017. The portal is helping us go down a new path between the classic career website and job search portal, where future colleagues and teams introduce themselves to each other. Every applicant thus has the opportunity to get to know the diversity of people, working methods, topics and tasks at our Group. We received the Innovation of the Year European HR Excellence Award for our recruiting robot Roberta. We also achieved second place for our social media activities in Germany in the overall ranking of market research institute Potentialpark. Furthermore, we were able to impress visitors to Europe's largest career trade fair for women, women&work, with our trade fair presence, which resulted in them once again selecting us as the most appealing employer.
We are particularly focused on increasing our attractiveness as an employer in new and growing markets. An example: Our Women's STEM2013 in collaboration with "audimax" student magazine and the MINT-Zukunft-schaffen (Creating a STEM future) initiative, is now open to STEM students not only from Germany but also from other European countries. We will continue to promote the participation of women in STEM topics.Award, which we have been presenting since
Our Start up! trainee program helps young people start their career at Deutsche Telekom in Germany with a good skill set under their belt. The trainee program above all targets technology and IT graduates who have an entrepreneurial spirit and are open to new challenges. Since we also explicitly want to reach talent outside of Germany, we adapted our language requirements to those applicants in 2017. In the reporting period we accepted 32 university graduates into our trainee program, roughly 50 percent of whom were women. We want to increase the number of new trainees in the future.
During a period lasting 15 to 18 months, trainees familiarize themselves with different areas of the company in Germany and abroad. They take on challenging project assignments in various business areas. Experienced mentors assist the trainees. The program is supplemented by innovative training formats and events. Our Start up! trainees also pursue their own initiatives and support social projects within the context of our Social Days.
We educate experts for tomorrow's telecoms market at our University of Applied Sciences in Leipzig (HfTL). With 1,400 students in full-time, cooperative and part-time Bachelor's and Master's programs, HfTL is the only university in Germany to offer this special profile. When it comes to research, it focuses on ambitious topics that are relevant to society like conserving natural resources and advancing Germany's standing in the technology sector. Both research and academia are involved with innovative digitalization topics such as Industry 4.0 and smart cities. Digitalization plays an important role in supporting learning and teaching methods (blended learning) and in IT-assisted planning and administrative processes at HfTL.
Deutsche Telekom is currently examining the possibilities of further developing and aligning its university. One of these possibilities could be the creation of a foundation faculty for digital transformation at the adjacent Leipzig University of Applied Sciences (HTWK Leipzig). Initial evaluations show that combining the competencies of both academic institutions can lead to additional strong impulses for IT development in Leipzig and Saxony.
Data privacy certification program for Deutsche Telekom employees
Data privacy and data security are essential for acceptance and use of modern technologies. After successful implementation of an initial continuing education offer, Deutsche Telekom employees have been communicating detailed technical, legal and organizational knowledge in the area of data protection and data security since March 2018 within the scope of a certification program. The program qualifies participants for handling and managing demanding projects. We also want to offer participants with the right qualifications the opportunity to complete the certification program with a Master's degree.
Position paper on artificial intelligence
Use of artificial intelligence (AI) is an important driver of digital transformation and is very rapidly gaining in importance at companies, government agencies and in our daily lives. Not many people are aware that AI is used in Internet searches, in online shops and for voice-controlled assistants. In 2017 the industry association Bitkom published a position paper titled "AI-Assisted Decision-Making", which explained the importance of algorithms in the digitalization of business models nowadays. The position paper was authored by a large team of business and science experts, including experts from HfTL. It is the basis for the discussion of the social, economic and ethical prerequisites for making AI a success in digitalization.
Students are given insights into research and development activities
A key element in our study programs at HfTL is to actively involve students in research and development projects. Some important projects in 2017 were the following:
We stand for open-mindedness and are committed to diversity also among our young talents. To this end, we pay attention to the most varied of performance levels and needs:
We offer in our refugee initiative in Germany up to 100 training positions, entry-level training schemes and cooperative Bachelor's and Master's programs. In our recruiting efforts, we rely on our long-term successful cooperation with the Federal Employment Agency, social media communication and dedicated volunteers. We want to optimally support the refugees to help them integrate into regular educational structures. They receive support from their trainers or coaches and also have the opportunity to attend additional, job-related language courses. The training staff receive assistance from an external service provider to make sure that the needs of this target group are met. The refugees also have access to counseling and supportive services as needed.
We want to enable our young talent to competently use digital tools such as e-learning systems, communicate online in a professional manner, research and properly process information for a specific target group and share their knowledge and experiences with others. It is also important for them to critically assess their own media use and know which online information is reliable.
Digital learning: flexible and individual
To make learning more location- and time-independent, we equip our apprentices with modern laptops, smartphones and access to our Group's internal social network YAM. We are continuously expanding our digital formats when communicating career- and study-specific expertise. Additionally, our apprentices use the TelTec learning platform, with which they can independently plan, document and balance the learning process. The platform also offers a digital learning blog, which can be used as a learning aid and also as preparation for the introduction of a new digital learning portfolio in 2018. The new portfolio will do even more to help the apprentices plan, document and reflect on their learning phases.
Our training courses for cyber security professionals (certified by the Chamber of Commerce and Industry) are important continuing education offers in Germany. Data protection experts are rare in today's labor market – which is why we started the part-time training program in 2014 that bridges this gap. In 2017 all of the participants of the first year of the program successfully completed their training and passed their exams at the German Chamber of Industry and Commerce. All of the graduates were given positions at various Telekom Security units.
Deutsche Telekom apprentices and students in cooperative study programs can apply for the two-and-a-half-year part-time course after completion of their vocational training or course of study. If they are accepted, the program is integrated into their regular tasks and supplemented by topic-based and general modules in a variety of formats (classroom courses, e-learning, blended learning). Those who complete the development program receive a certificate for IT security professionals from the German Chamber of Commerce and Industry.
The fourth year of the program started in September 2017 with 12 participants. In 2016 we won third place with our innovative continuing education concept in the "Large Enterprise" category at the Education Awards hosted by the German Chambers of Commerce and Industry (DIHK).
To remain competitive in the future, we are gearing our continuing education programs, skills-building measures and recruitment practice to the skills that will be needed in the future.
T-Systems HR Academy continued
Our HR experts also need regular continuing education to help them stay on top of the latest technological trends and future skills requirements. The T-Systems HR Academy focuses on the requirements of the digital future. To date, more than 1,300 experts have taken part in 59 workshops. The focus was on methods, tools and topics such as corporate happiness and collaboration. The feedback on these offers was very positive.
T-Systems: transparent processes for requirements planning
The pace of technological development is becoming increasingly faster. Correspondingly, the requirements regarding employee skills are also changing. In order to survive in a highly competitive environment, employers must be precise in planning requirements and resources and ensure that the right skills are available at the right time in the right place. Companies need clarity about the required skills so as to offer the corresponding training opportunities.
One thing is clear, however: conventional resource management is nearing its limit. That is why T-Systems launched the Dynamic Capacity Management (DCM) project in 2017. The goal is to create worldwide transparency about existing and necessary skills, identify possible gaps and derive specific action areas and measures, such as strategic skills development and recruiting activities. Such transparency is an essential prerequisite for targeted staffing of future deals and projects. After the project content and project managers were identified and the respective departments committed to the project in April 2017, the project was officially launched in May 2017. DCM processes will be based on an IT tool that is already established at the company. Following successfully concluded talks with the employee representatives, a pilot phase will start at the beginning of 2018. Over 200 employees with various job profiles, such as project managers and IT architects, will test the newly designed processes. The focus will be on testing the functionality of the IT applications and the efficiency of the new roles and processes. With DCM we offer our employees increased transparency about the skills we are looking for and the possibility of channeling their own development accordingly.
Telekom Deutschland: Planning the job profiles of the future
Competence management also plays an important role at Telekom Deutschland. Skills needed by employees in the future are identified early on. HR and the respective departments, such as Sales, Service and Technology, work together closely on this. They jointly identify strategic focal topics, develop future job profiles and determine the skills and hiring needs through the year 2020. Measures are then defined to close any gaps in terms of skills, hiring and training. The pilot project started in 2015 at Technology with the "speed boat technology". The second step was to develop a skills database and test it in a pilot project involving specific departments in 2017. Here skill deficits are being determined in detail, training measures devised and other assertions made regarding retraining and recruitment. Further pilot expansions and negotiations with the employee representatives for a Group-wide rollout will follow in 2018.
We support mobile working models and give our employees the freedom to shape their working environment. The working environment of the future – Future Work – is based on four modules: open-plan offices, desk-sharing, mobile working and a new type of collaboration. We provide the corresponding IT solutions. Since the launch of the Future Work concept in 2014 in Germany, we have equipped Group headquarters in Bonn and the Hamburg and Frankfurt locations with open office areas, the option of desk sharing, networking rooms as well as project and creativity rooms. We continued down this path in 2017. The focuses were:
Virtual and self-organized cooperation
More and more, our employees are no longer working in inflexible, closed project teams but rather are developing cross-functional and cross-hierarchical solutions. This also helps them expand their knowledge and better see the big picture.
In 2017, for example, there were 30 Communities of Practice (CoPs) at T-Systems working on strategic topics such as cyber security, clouds and Industry 4.0 – less than in the previous year (40). The reason for this was a concentration and bundling of the CoP topics. A guideline introduced in 2017 and a platform for sharing best practices are helping to continuously improve this form of cooperation.
The T-Systems' HR Academy focused, among other things, on the topics of digital collaboration and new working methods in 2017. One highlight of the year was the Virtual HR Convention. About 400 employees from 21 countries took part in 14 virtual workshops and presentations. In this context, we handed out seven HR Awards to teams who worked together particularly successfully. The most important ideas stemming from the workshops – on topics such as attitude, strengths and a positive culture of dealing with mistakes – will be further elaborated and implemented after the convention.
Agile project work – effective and success
Customer projects are becoming more complex and dynamic. That's why instead of using classic project planning, we rely on agile working methods, so that we can be flexible in responding to customer requirements. Simple methods, combined with the right agile tools, ensure communication, effective teamwork and a coordinated approach in the team. In 2017 we launched the GSI Goes Agile program to consolidate the many agile initiatives within Global Systems Integration at T-Systems, some of which were established years ago. Our Agile University offers employees training and certifications on agile methods and roles, such as Scrum Master, as well as design thinking. About 1,000 employees have taken part so far.
Of course, we need the right framework conditions in order to make agile working successful. That is why in 2017 T-Systems became a partner of the diGAP (Good Agile Project Work in the Digitalized World) research project sponsored by the Federal Ministry of Education and Research. This project is investigating agile working in order to derive recommended actions for designing the working environment and the cooperation of agile teams. Agile project methods have been on the agenda of T-Systems' Global Systems Integration (GSI) department for quite some time now. That's why a preliminary study on diGAP entailed a survey of GSI employees, asking about their experiences. In September 2017, the results of the survey were presented to the diGAP project, where they will serve as the foundation for further data collection and measures. The research project will run for a term of three years.
Dedicated, technology-minded and service-oriented employees are pivotal to the success of our business. The aim of our global talent management is to identify such employees at the company, support and involve them, give them opportunities for further development and ultimately retain them.
Global Talent Pool: A new Group-wide process simplifies staffing
Employees planning their next career step or who want to amass experience in projects can join the Global Talent Pool. With more than 850 employee profiles, some 25 percent of which were posted by women and 56 percent by international colleagues, almost two-thirds more employees introduced themselves on the new platform compared to the predecessor platform during the reporting year. The share of female colleagues (27 percent in 2016) remained about the same, while the number of international employees on the platform rose significantly (41 percent in 2016). The platform is a useful tool for increasing talent visibility and simplifying staffing processes throughout the Group. HR experts are able to peruse the profiles employees post to the platform and contact suitable candidates. The Global Talent Pool also encourages employees to gain experience at different business units or national companies and in a range of functions, furthering diversity at the Group.
Talent conferences offer opportunities to engage in dialog
In September 2017, around 350 employees from about 20 countries attended two conferences. One of these conferences took place simultaneously in Bonn and Athens, linked by live streaming. Participants had the opportunity to learn more about effective strategies to help them advance their careers in the age of increasing competition by AI and robotics. The event also offered an opportunity to network with around 65 of the Group's top-level managers, who made guest appearances at the event.
The Performance Dialog, introduced in 2014, is a Group-wide, systematic process for the assessment and development of our managers. It takes place once per year and is based on continuous feedback. However, the manager's leadership behavior is not only evaluated by his/her direct supervisor but by his/her colleagues on the same hierarchy level as well. The goal is to assess the manager's potential and continuously improve individual performance. In 2017 we restructured the Performance Dialog and simplified the process. We now focus on the manager's individual development and strengthening the feedback culture. The new performance management process is modular in design so that preferences and situational circumstances can be taken into account.
This performance assessment continues to be based on our Guiding Principles and our Leadership Principles of "Collaborate," "Innovate" and "Empower to Perform."
Our new levelUP! program prepares executives at Deutsche Telekom to handle the topics of tomorrow in just ten months. The model of the ambidextrous organization sets the focus on strengthening a culture of innovation and technology-based management within the initiative. A mixture of digital and on-site formats enables managers to shape their learning flexibly and individually and define their own learning pathways. 700 managers at Deutsche Telekom took part in levelUP! in 2017; another class is planned for 2018.
leadFirst is a completely digital, virtual management transition program that is intended for managers who have recently assumed a management position at DT International. Its aim is to convey their new roles to the managers clearly and comprehensively and to create a solid management foundation in harmony with the leadership principles at Deutsche Telekom AG.
During the program, the participants reflect on their own ideas regarding leadership. This global, digital program not only helps to develop leadership skills at the highest level, but also promotes virtual leadership skills and offers numerous opportunities for networking.
We also offer a wide range of challenging training courses for future leaders in our German-language management development program (Führungskräfte-Entwicklungsprogramm, FEP) and our English-language Leadership Development Program (LDP). Both programs prepare participants for their first or more challenging management positions. With these steps, we also aim to implement a shared vision of leadership within Deutsche Telekom AG.
T-Systems South Africa established an internal Internship Program in 2006, to assist graduates with work experience. The Internship Program, registered with MICT Seta, is a one-year structured program comprising 95% practical training with the balance being complimented by mentoring, life skills, and technical training.
Every year, the program offers interns an opportunity to get international exposure through a 5 to 6-week International Exchange Program. To date, over 700 interns have participated in the program, with a placement rate of 75%. However, 2015 boasted a 96% placement rate, of which 80% are employed within T Systems.
Not only do the interns receive valuable practical experience, they also receive soft skills training in the following areas: Twelve modules are covered during the internship contract period: World of Work, Communications, Customer Service, Self Awareness & Personal Branding, Conflict & Diversity Management, Personal Finances, Presentations & Assertiveness, Business Writing and Job Readiness.
AWARDS AND ACCOLADES FOR YOUTH PROGRAMS
1ST Place in the Diversity Awards (Leadership in the Field of Transformation, Diversity and Inclusion)
Gender Mainstreaming Award for female youth
CompTIA Largest Academic Partner in Africa
Gender Mainstreaming Award for initiatives for introduction of Disabled Youth Programs
Cisco Networking Academy: Instructor recognition Award
CompTIA - CAPP Academic Partner of the Year
CompTIA - Workforce Development Academic Partner of the Year
CompTIA - Outstanding Leader award
T-Systems Netherlands deliberately encourages its employees to invest in their professional development and position themselves as experts in their individual fields. This is reflected in the company’s Employability Program.
T-Systems advocates lifelong learning and continuously raising the awareness of our employees for sustainable employability on the internal and external labor markets. This is achieved by offering relevant tools, internal mobility, and opportunities for our staff.
In 2017, we introduced the career check for all employees. This is a program employees can participate in once every three years and undergo a career health check. They work together with an external coach and are offered career interviews, social media training, presentation skills, coaching on setting up a career/development plan, and support for achieving their goals. We have received very positive feedback from our staff about this opportunity.
Our professional education program “HT Academy” and unlimited availability of digital learning platforms enable all our employees to participate in a rolling program of skill enhancement.
In 2016, we launched our new talent management program “Top Talent” with the aim of retaining and motivating our key people, and high-potential staff. Manager nomination and assessment center results were used to identify 105 talented high-flyers with expert or leadership career potential out of larger pool of employees. The high-flyers participated in targeted development activities over a period of1.5 years. In 2017, the talent program for the first generation of talents was successfully completed. By the end of 2017, 30% of these top talents had been promoted to a more complex or a managerial role at Hrvatski Telekom.
From 2016, all managers in B-1 positions have been involved in a tailor-made leadership program. The program started with assessment center as a quality baseline for identifying skill gaps and continued with seven targeted two-day workshops consisting of a range of self-help activities for attendees. The program came to an end in November 2017 and the majority of attendees evaluated it as an exceptional opportunity for development of personal skills, experience sharing, and networking.
In 2017, a dedicated development program was set up for mid-level managers concentrated on typical challenges for this target group. The program was launched in Q4 2017.