How we shape the digital world of work
We can only master the dynamic challenges of our industry with excellently skilled and motivated employees. We therefore offer all employees diverse development opportunities – whether they are entry-level professionals, experts or managers. The cornerstones of our vocational training and development programs are our Employee Relations Policy, the Guiding Principles and our Leadership Principles.
Training and lifelong learning ensure employability
We help the experts of tomorrow gain qualifications thanks to our comprehensive training and continued education offers in both the technical and commercial fields. In the 2018/2019 training year, we employed 6,000 apprentices and students on cooperative degree programs – that makes us one of Germany’s biggest training providers. In 2018, we provided 2,200 training positions throughout the Group, of which 1,300 were apprenticeships, 700 openings for Bachelor’s students and 100 for Master’s students. Up to 100 training positions were available to young refugees.
We promote lifelong learning in all phases of employment and support our employees on their individual learning path. To be able to identify individual needs for development in a targeted manner and provide tailored offerings, we obtain an overview of our employees’ skills. We offer our employees a wide range of individual training and development options, such as work abroad or work/study programs. Under the Bologna@Telekom program, we give employees the chance to participate in a part-time university program – and gain qualifications ranging from Bachelor’s to Master’s degrees. A total of 1,500 employees have taken up this offer since it was launched 10 years ago.
Digitals skills are the key to the future
Digital literacy – in other words, the ability to use digital offerings competently and actively shape digitalization – is of great importance at Deutsche Telekom. That does not just involve repeatedly familiarizing yourself with new technical developments, but also acquiring skills that will be particularly required in the future. That is why we continuously analyze which skills will be in demand at the company in the future and develop appropriate training measures. We take strategic key areas such as big data, All IP and security as our guide. Since 2014, for example, we have offered an annual part-time training program where employees can qualify as a Cyber Security Professional. 19 employees are already working as Cyber Security Professionals throughout the Group now that the first two years’ intake has completed the program.
Digital learning is becoming standard
We have been promoting digital learning at our Group for many years. In 2018 more than 41 percent of all course hours were completed in digital form – and that ratio is to increase to 60 percent by 2020. We use online learning formats and our Massive Open Online Courses (MOOCs) as well as innovative formats such as simulations, concise learning modules for on the go, and learning games. We also rely increasingly on self-organized digital learning. For instance, experts rub minds and share ideas about future topics in Communities of Practice (CoPs).
Strengthening leadership skills in the digital age
We also adapt our management development programs to the challenges of the digital age. Since 2017, our extensive training catalog has included not only in-person courses, but in some cases also completely digital offerings. As a result, we not only strengthen leadership skills, but also the virtual leadership abilities, and offer many opportunities to network.
As part of our “Lead to win” performance and development process, our top-level managers receive feedback on their current performance profile and the chance to address their needs for development. We have consistent tools for performance assessment in Germany in the shape of “Compass” for employees covered by collective agreements and civil servants, and Performance & Potential Review for managers and employees not covered by collective agreements. Performance & Potential Review is also used at many national companies.
A magnet for global digital talent
As a leading European ICTservice 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. Our global Employer Value Proposition showcases what distinguishes us as an employer.
We offer applicants a worldwide platform for job searches and international standards in our selection process. We use diverse digital channels for recruiting, including our Global Online Challenge Platform, for example. It is aimed at students, graduates and IT professionals worldwide who enjoy mastering virtual business games. Since 2018 we have been testing the use of online games in application processes. They were used in the Assessment Center of our trainee program Start up!, for example. The games supply us with additional information on applicants’ personality. We also opened the doors to the open workspace CMD+O in Munich and Cologne for a few weeks at the end of 2018. It offered IT experts, young professionals and students space to implement their own projects, forge valuable contacts, and broaden their horizons. They could take part in workshops and attend presentations. By employing these and other measures, we were able to acquire over 3,000 new employees, mainly in ICT, in Germany alone in 2018.
Diversity is an integral part of our corporate culture, which is why we are trying to attract greater numbers of women to our company. We encourage women in STEM2013 in collaboration with the “audimax” student magazine and the MINT-Zukunft-schaffen (Creating a STEM future) initiative. We also support Femtec, a career-building program for female STEM students with management potential, as well as Global Digital Women, an international network of movers and shakers in the digital industry. We also attended women&work, Europe’s key career trade fair for women, to specifically target female candidates.subjects and professions with the Women’s STEM Award, which we have been presenting since
We also received several honors for our recruiting activities in 2018 and defended second place in the overall ranking of the market research institute Potentialpark. We even captured the top spot in the individual categories “Career Website” and “Social Media.” We also won the trendence Employer Branding Award in the category “Best Employer Branding for Students” in 2018. In addition, we were named the most attractive employer for our trade fair presence at women&work.
Start up!: our trainee program for young innovators
Our Start up! trainee program above all targets technology and IT graduates who have an entrepreneurial spirit and are open to new challenges. Since we also increasingly want to reach talented candidates outside of Germany, the application process has been held in English since 2017. As a result, we have been able to increase the share of international participants: Nine percent of trainees were not native German speakers in 2018. In the reporting period, a total of 44 university graduates embarked on the trainee program, 59 percent of whom were women. We want to significantly increase the number of new trainees in the future.
During a period lasting around 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 managers 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. In 2018, for example, the trainees organized a campaign for the “Weihnachtspäckchenkonvoi” (Christmas Parcel Convoy) initiative, in which they collected more than 200 gift parcels.
Promoting the diversity of our young talent
We stand for open-mindedness and are committed to diversity also among our young talent. To this end, we pay attention to the most varied of performance levels and needs:
- Depending on how long their families have been in Germany and where they come from, young people with migrant backgrounds often encounter particular problems on the job and vocational training market. We see encouraging them as an opportunity and are careful to guarantee a non-discriminatory selection process. As of December 31, 2018, 11.1 percent of our apprentices and students in cooperative degree programs had a nationality other than German, representing a total of 66 other countries.
- In 2009 we launched the “My chance to get going” entry-level training scheme in collaboration with the German Federal Employment Agency. The project prepares disadvantaged young people with very little chances on the vocational training market for an apprenticeship at Deutsche Telekom. Results so far have been good. A total of 467 out of 684 interns from 2009 through 2017 started a vocational training program with us; 113 were accepted into the first year of the program and 354 directly into the second year. Another 22 interns started the program in 2018.
- Since 2011 we have been collaborating with the German Federal Employment Agency to offer single parents the opportunity to complete a training program or cooperative degree program part-time. 23 young people began their part-time training with this program in 2018.
- To encourage diversity in the program, we also work to increase the number of women participating in technical cooperative study programs. While in 2010 the share of women was only 11 percent in Germany, it has meanwhile risen to 15.8 percent.
- Around 1.21 percent of our apprentices in Germany are young people with disabilities. This is above-average in view of the total number of disabled people in Germany.
We offer refugees opportunities to embark on a career through our “Internship PLUS direct entry” program. It comprises a three- to six-month orientation phase followed by a two-year period of employment. “Internship PLUS direct entry” is aimed at refugees who face obstacles to integration, such as a lack of professional qualifications that are recognized (in Germany), and for whom an apprenticeship is not a suitable tool. We awarded a total of 38 places in “Internship PLUS direct entry” in 2018.
Promoting digital competence in training
Digital competence is a key skill. That is why we want to enable our young talent to competently use digital media in order to 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 constantly critically assess their own media use and identify whether they are communicating properly for the specific target group and know which online information is reliable.
Digital support in learning: flexible and tailored
To make learning more location- and time-independent, we equip our apprentices and students with modern laptops, smartphones and access to our Group’s media. We are continuously expanding our digital learning formats when communicating career- and study-specific expertise. Additionally, our apprentices and students in cooperative degree programs use the TelTec learning platform, with which they can independently plan, document and assess their learning processes. Since 2018, our apprentices have used the ePortfolio on this platform. It provides them with an overview of the requirements during their period of training and study. This tool helps them plan, document and reflect on their learning modules even better. Their trainers and coaches also gain an overview of the progress they have made in their studies and development and can give them tailored recommendations.
Training program for cyber security professionals enters its fifth round
Data security experts are still in short supply on the German labor market, which is why we launched our part-time training program for cyber security professionals (certified by the Chamber of Commerce and Industry) in 2014. Deutsche Telekom apprentices and students in cooperative study programs can apply for the two-and-a-half-year 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. Given the great demand, including from other companies and public agencies, we have decided to open up our further training to employees from other organizations. The fifth year’s intake embarked on the program in 2018 and comprises ten employees from Deutsche Telekom and five participants from other companies.
The verdict now that the first two years have completed the program is a positive one. Of the 20 graduates from the 2014 and 2015 intake, 19 were kept on at Deutsche Telekom. They can obtain credits in their Bachelor’s and Master’s program for the skills they have acquired as part of the further training.
Existing IT occupations in Germany that require training are currently being revised and updated. The profile of the Cyber Security Professional is being used as a proposition by the expert commission.
Encouraging and retaining talent
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: 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 and present themselves there in talent profiles. HR experts and all executive staff can access the profiles posted there. With more than 1,200 employee profiles, more than a third more employees than the year before introduced themselves on the platform during the reporting year. As in the previous year, the share of female colleagues was 25 percent, while the number of international employees on the platform remained constant at 56 percent. The platform is a useful tool for increasing talent visibility and simplifying staffing processes throughout the Group. The Global Talent Pool starts every summer and extends over around 12 months. It also helps us encourage 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 2018, around 350 employees from 19 countries attended the annual talent summit. For the first time, this year’s summit was linked to an event for 300 managers. The focus was on the topic of networking. The event offered participants the opportunity to network with around 13 business units and initiatives at Deutsche Telekom.
Succession management ensures the company is ready for the future
Top-level management plays a key role in business success. If managers at that level leave the company, their position must be filled in a timely manner, with a qualified candidate. In 2017, we introduced a global systematic succession management process, which obligates around 1,800 managers in executive positions to be involved in succession planning. The process helps these managers to decide who could serve as their direct successor and who has the mid-term potential to take on their role. When nominating potential candidates, our executives must make sure that they are aware of exactly which skills are necessary for their positions now and in the future. The process is supported by a digital platform.
This year the timing of the process was aligned with the start of the “Global Talent Pool” in order to allow for the identification and promotion of talents with an executive potential. Within 6 weeks Talent Management identified and presented 70 talents to be proposed for succession and concrete executive vacancies.
In 2018, 4,400 potential candidates (DT internal and external) were evaluated in special succession meetings (25 percent of which were female professionals). As a result of the process, 82 percent of positions have at least one interim and one immediate successor, which is 10 percent more than in 2017. Since 2018 executives have been informed directly for which positions they were nominated and what their further need for development looks like. Thanks to the new nomination guidelines and the feedback process, a number of diverse and highly qualified potential successors are available when the need arises and keep the company in motion. The accompanying process to fill open executive positions ensures that the succession plans are actually implemented. This, in turn, increases commitment and employee retention.
Manager performance reviews continue to be revised
Our “Lead to win” performance and development process is a Group-wide, systematic process for the assessment and development of our managers. Our performance review includes an annual feedback process in which employees from all hierarchy levels have had the chance since 2018 to rate the leadership behavior of top-level managers. The objective is to assess the manager’s potential and derive concrete development plans. Since 2017, we have been focusing on the manager’s individual development and strengthening the feedback culture. The process is modular in design so that preferences and situational circumstances can be taken into account.
“Lead to win” is based on our binding leadership principles “Collaborate,” “Innovate” and “Empower to perform” as well as our Guiding Principles.
Starting in 2019, we will likewise use the “Lead to win” process for our employees who are not covered by collective agreements. The process has also been rolled out at a number of national companies for all employee groups. The goal is to establish a globally consistent process. Our existing “Compass” process for employees who are covered by collective agreements and civil servants in Germany will remain entrenched at the Group. For the first time in 2019, however, the process can also be completed digitally, which makes a huge contribution to sustainability.
Leadership in the digital age
The levelUP! program launched in 2017 prepares executives at Deutsche Telekom to handle key future topics in just 10 months. More than 1,400 managers from Deutsche Telekom took part in levelUP! in 2017 and 2018. More information on levelUP! is available here.
Besides levelUP!, there is an extensive training and development portfolio that supports Deutsche Telekom’s managers in their tasks. It includes various coaching offerings, development programs for junior managers, as well as “transition programs” that give managers support when they take over a task involving greater responsibility. One example of this is leadFIRST, a completely digital, virtual management transition program aimed at managers who have recently taken on a management role. Its aim is to create a solid management foundation in line with our leadership principles. During the program, participants reflect on their own leadership ideas. The global, digital program not only helps to develop leadership skills, but also promotes virtual leadership skills and offers numerous opportunities for networking. 170 managers from 21 countries took part in leadFIRST in 2018.
We also offer a large number of challenging training courses for future managers in management development programs. They are available in English and German. The programs prepare participants for their first or a more challenging management position. With these steps, we also aim to promote a shared vision of leadership within Deutsche Telekom AG.
Youth in T-Systems South Africa
The ICT Academy was established by T-Systems South Africa (TSSA) in 2003 to address the ICT skills shortage and to make a positive difference in the lives of young individuals without any opportunities to take their studies further. The ICT Academy is going from strength-to-strength and it is constantly upgrading to keep abreast of changes in the ICT industry. The curriculum is designed to enable learners to get a qualification and international certification in their first year of study. The courses include ICDL, CompTIA A+ and N+, Cisco, Microsoft Server administration and development, SAP and very soon, ICT security.
Since it was launched in 2003, more than 2000 graduates have obtained their qualifications at the ICT Academy with pass and employment rates of +/- 85%. In a predominantly male business environment, more young women are now being empowered by this opportunity to gain a qualification in ICT. Based on this success, the ICT Academy is in the process of establishing a Security Academy that forms part of the bigger aim of commercialization. This will kick-start a self-funding model that will enable the ICT Academy to expand and take in more students and facilitate more study opportunities for young people.
The Hazyview Digital Learning Centre in rural Hazyview was established in 2012 by the Good Work Foundation (GWF) and T-Systems South Africa After having identified the challenges of learning in rural communities, the Open Learning Academy offers a continuous program that supports rural learners from Grade 4 onwards. The Bridging Academy creates an access bridge between school and work or further education and training, and prepares rural school leavers for life in modern business environments. Bridging Academy graduates are recruited into the advanced Career Training Academies and programs that respond to the needs of the community where the campus is located. Examples include tourism and travel, conservation and wildlife monitoring, ICT infrastructure, ICT classroom integration, and media studies.
A story of ROI and business impact that can proudly be told by TSSA is how the relationship between the Hazyview Digital Learning Centre (HDLC) and TSSA has grown from enterprise support and funding, to being IT partners in the HDLC Service Desk. In 2016, the HDLC, in partnership with TSSA, established a Service Desk on the Hazyview campus as an extension of the HDLC ICT Academy. The Academy provides advanced IT infrastructure training accredited by CompTIA. The subsequent qualification gives young people the opportunity to qualify and function as entry-level IT support engineers. This pool of skilled human capital is then utilized by T-Systems in the provision of services by the IT Service Desk in order to create jobs and retain intellectual property and skills in the rural district of Hazyview. The success of this venture has led to the idea of an internship that will flow from the HDLC academy. Kate Groch is the architect and she will roll out the internship when the design work has been completed.
The Internship Program is the next building block in this life-cycle of job creation. T Systems established an internal Internship Program in 2006 to assist graduates with work experience. The Internship Program is a 1-year structured program comprising 95% practical training complimented by mentoring, life skills, and technical training. Interns are sourced from local institutions while the ICT Academy also provides many talented interns. TSSA employs more than 70% of the interns internally while many more are employed in the local ICT Industry. Since 2016, TSSA introduced graduate interns as an extension of the Internship Program. This one-year contract gives 30 interns the opportunity to gain more work experience.
Our interns are deployed in the various business units such as HR, Finance, Service Desk, Marketing, Delivery, and the Office of the MD. They are allocated a mentor who then provides training to enable them to work as part of the team. These interns are fully operational in the roles allocated to them. They answer calls from customers on the Service Desk, carry out financial reporting, budgeting, and forecasting, perform interviews, HR administration, repair computer equipment and solve technical issues, manage customer events, and so much more. They have integrated so well into the organization that TSSA decided to introduce the graduate internship in order to provide employment to the interns for another year and also because of the value that they add to the business.
The In the Zone Leadership Development Program is a signature leadership development program specifically developed for TSSA in conjunction with GIBS. The aim of the program is to develop employees’ leadership competencies and organizational capabilities so as to achieve our vision. We shape the future of a connected business world and society by creating value added for our customers, employees, and communities through innovative ICT solutions in South Africa. The program not only focusses on growth for the company, but also on personal growth for each employee attending. At least 50% of the employees taking part are women. The program is aligned with the T-Systems International (TSI) leadership agenda.
Employee Development and Satisfaction at Makedonski Telekom
During 2018, Makedonski Telekom ran a number of training and development programs for employees that focused on activities for expanding Growth Mindset. At the beginning of 2018, the company collected information about development needs and implemented a vendor selection procedure. This involved collecting information about training providers to cover different topics and organizing training sessions and team-building activities in MKT. We then launched team-building activities, since this is a very productive way to foster collaboration and understanding among employees from the same units or different ones. We organized training sessions for our PMP professionals, PMP certification, and SDI certification, etc.
Development of Front Line Employees
Every three months, Makedonski Telekom organized training courses to develop communication skills for new employees in direct contact with customers. The training sessions are based on SDI methodology, and they provide them with outstanding and practical methodology for improving the communication skills they need and their approach to dealing with customers.
The company also started the process of implementing training sessions in order to develop advanced sales skills in all the employees working in our shops. Before training started, the needs and challenges of our employees were analyzed. MKT also defined potential solutions for improving management and professionalism across all the operations in teams and in interactions with our customers.
MKT is organizing Level Up Training for about 70 employees in the B2B and B2C segment as part of the learning program: sales process and sales skills, field sales coaching, conflict resolution, and conflict management.
Digitization and Agile Work
Makedonski Telekom is seeing a need for learning and developing different ways of working, and diverse approaches and skills. Starting from September, the company has therefore been carrying out training for design thinking and agile methodology. Up to now, 85 employees from different units have taken part in this training. Moreover, training sessions were organized for employees on digital marketing, digital PR, and Adobe Photoshop.
Talent Management Program
This year the management of Makedonski Telekom identified 23 employees as valuable assets for our company. These employees were promoted as part of the Global Talent Pool and they took part in the Talent Summit 2018 held in Bonn.
At the end of the year, Makedonski Telekom embarked on the process of implementation for F2F training sessions in leadership, responsibility, and teamwork for team leaders at the call center.
The company worked on implementation of a program for developing leadership skills for managers in a complex business environment. We also implemented global leadership programs such as the Level Up program and the Open Leadership Portfolio program. Managers who have recently taken up their first MG4, MG5 leadership position in Makedonski Telekom took part in the LeadFirst program. Nine of them started the program to gain a clear understanding of their new role and to build a robust leadership foundation.
Promotion of Digital Learning
At the end of the year, we started to operate the HR Suite platform. This is a platform for digital learning. It is available for all employees in the organization and everybody has 24/7 access to digital-learning offerings tailored to the individual. This is a flexible scheme designed to acquire any necessary skills. The HR Suite digital platform provides content on PC skills (Office, Microsoft, SAP, etc.), IT (software, network, OS, database development, etc.) and business administration (soft-skills, management, project management, sales, human resources, strategy, etc.). Employees also have an opportunity to learn languages through Learnlight, a digital platform for learning English and German.
Let’s Grow Initiative
Employees from Makedonski Telekom were part of the biggest initiative for Growth Mindset organized in DT Europe. This initiative started in London where our CEO was part of the Learning Journey program. 123 employees from different units in MKT took part in the Growth Lab program. The participants worked together in international teams to create pilot projects in nine different areas. Three employees were members of the winning teams that presented their projects to the DT EU Management in Bonn. The topics they worked on were Digitization, FMCC, and Design EU 5G Story. Eight of our leaders are part of the Growth Leaders program. Three of our employees are part of the Influencers program. While the program is running, we work together, learn how to communicate better, talk about our mistakes, learn how to give and receive feedback so as to create a beneficial working atmosphere. At the beginning of 2019, MKT is going to start the local transfer of Growth Mindset activities and launch a project to create a more modern organizational culture within the company.
We recognize Best Performance
This year Makedonski Telekom marked a milestone in recognizing best performance. The company created a special Program aiming at saluting best performers and their successful results. A culture of recognition is the #1 reason for optimum engagement of employees in the company. High performers exhibit greater loyalty and deliver more. MKT therefore focused on promoting our culture of recognition to a higher level. The company created a program under the motto “I TRY HARDER” and established a group of employees who excelled in their performance and delivered excellent results. The selection process was complex and painstaking. This Club has 60 employees. Their promotion prospects benefit from participation in the Club, along with advanced development and public recognition. We also established a list of rewards selected specifically for Club members to choose from. Each year we are planning to select our best performers. This will allow them to enjoy the benefits of participation in the “I try harder” Club for one year. Our best people worked on key strategic topics for the Company and they generated some fantastic, creative ideas across a wide range of topics. These ideas will be communicated to the executive management.
Attraction and Retention of Talent
Makedonski Telekom offers opportunities for fresh graduates from colleges who are looking for their first job, and for students in their final years of education. At the same time, the company offers many opportunities for technical and non-technical career development. This year, MKT provided training for approximately 50 trainees in successful cooperation with a number of universities around the country. Some of the trainees achieved outstanding results and became part of the team.
Since digitalization is our priority, MKT created the Digitalization Hub. The most talented students develop optimum digital solutions for our business needs in this hub. Their creative minds combine with in-depth technical and IT knowledge to develop successful digital solutions that are competitive in the marketplace, improve our performance, and meet our requirements in full.
We communicate openly with our Employees
Open communication and discussion are a priority for Makedonski Telekom. This year, the company held an open event to share various HR initiatives. All employees had an opportunity to come along and discuss the new Wellness Program, e-learning platforms, and Let’s Grow initiatives. For the first time, they were able to apply for and win a voucher that entitles them to training. Feedback from employees indicated that the event was a big success and this motivated us to organize similar activities as an open forum for discussing HR issues.
Hrvatski Telekom as an Attractive Employer
Think Bigger Campaign for Better Positioning of HT as an Employer
As a leader for digitalization in Croatia, Hrvatski Telekom wants to attract the best employees and talents. An important part of attracting employees with the greatest potential is the positioning of HT as an open and modern company with a strong corporate culture and a shift away from the perception of the company as a rigid corporation. This aim has encouraged us to introduce a new way of advertising vacant positions as part of Deutsche Telekom's “Think Bigger!” employer branding campaign. We want to provide potential new employees with first-hand work experience in HT through the inspirational stories of existing employees. Such a method of advertising is innovative on the Croatian market. It is attractive for young employees and has gained an excellent reputation in the marketplace.
HT Academy expanded with Online Courses
Along with finding new talents, Hrvatski Telekom is continually raising the level of knowledge in the organization. Employee improvement is our priority, and apart from classical training sessions, HT has introduced digital learning through a platform offering more than 7,000 online courses. Participants at our HT Academy receive targeted, relevant knowledge that they need in order to develop competencies. They also find out about the latest trends in industry development necessary for HT's business today and in the near future.
Global Online Challenge Platform as a Channel for attracting Creative Staff
In 2018, Hrvatski Telekom launched its first international online innovation challenge on a digital platform (challenge.telekom.com). This serves to connect businesses with a community of five million innovators, including students, various developer teams, and startup communities. HT is the first company in Croatia to use this global platform.
The theme of the challenge is “Let's Challenge – NB-IoT Saves Croatian Trees”. We asked for a concept based on the IoT system of sensors that could measure temperature, relative humidity, and carbon monoxide and carbon dioxide levels in the air so as to detect possible fires.
Using an innovative online challenge platform is part of the Employer Branding Strategy of Hrvatski Telekom. It is also an excellent channel for finding potential new employees.
HT Summer Practice for Students
Hrvatski Telekom recognized through its work with the student community that students often lack the opportunity to apply the theoretical knowledge acquired at university in practical situations. That's why the “HT Summer Practice” project was designed and launched. Practice sessions are intended for students from different universities throughout the country in Zagreb, Vinkovci, Split and Rijeka, mostly majoring in STEM subjects and the humanities. Students were guided by mentors and included in teams. One of the events they attended was the Design Thinking workshop on improving the customer experience. As a joint team task, they made a promotional video about work at Hrvatski Telekom. After the practice program had finished, HT employed five students.
“HT Summer Practice” is an integral part of Employer Branding and HR Marketing Activities. As a result of participating in the project, students become company ambassadors and the company gets a new database of talented students and potential employees.