Future Skills & Talents Impact on HRM

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1 Future Skills & Talents Impact on HRM Björn Menden Zurich September 2015 We make ICT strategies work

2 Introduction Who is Detecon?

Introduction: Deutsche Telekom and Detecon Detecon s strategy and management consulting services enhance the value creation chain at Deutsche Telekom.

ICT solutions for the Deutsche Telekom key accounts Detecon, the management consulting unit of the DTAG Group Present in 50 countries and employing 230,000 worldwide No.

3 Introduction: Deutsche Telekom and Detecon Detecon s strategy and management consulting services enhance the value creation chain at Deutsche Telekom. Deutsche Telekom in Numbers Deutsche Telekom: your first choice for networked living and working. ICT solutions for the Deutsche Telekom key accounts Detecon, the management consulting unit of the DTAG Group Present in 50 countries and employing 230,000 worldwide No. 1 on the German market: TC, mobile, IT Own computer centers and networks worldwide 62.7bn in turnover About 2m marketed workplace systems > 141m mobile services customers > 32m fixed network customers > 17m broadband customers About 3m TV customers (IPTV) 3

associates in our offices from Beijing to San Francisco Clients in more than 165 countries Colleagues from over 40

4 Introduction: Deutsche Telekom and Detecon Our success: global sharing of knowledge and experience. Detecon Branch Offices Data & Facts > 11,000 projects realized worldwide 55 years of market experience 1,100 associates in our offices from Beijing to San Francisco Clients in more than 165 countries Colleagues from over 40 countries Experienced, international, competent! Consulting from the strategy to realization seamlessly, in collaboration with our clients, worldwide. 4

5 The Challenge

The Challenge The rapidly changing ICT market requires

1990 2000 2010 2020 2030 1992 1992 1995 1998 1 st MP3 Player

0 2007 iphone 2010 ipad 1991 1990 GSM Standard 1993 Pentium

11 2000 1 GHz 2002 1 Billion PCs shipped 2006 2008 2009

6 The Challenge The rapidly changing ICT market requires corresponding continuous updates of the skill portfolio in order to address new customer needs World Wide Web (WWW) Mobile Phone 1.4bn. Users Internet User 1995 >4bn st MP3 Player st UMTS 2004 Network Firefox iphone 2010 ipad GSM Standard 1993 Pentium IEEE GHz Billion PCs shipped Launch Due to its complexity and pace of change the ICT industry is one of the most challenged in terms of skill management. The growing scarcity of ICT key skills and people requires skill management to become top priority. 7

7 The Challenge In order to become and to stay competitive it is vital for ICT companies to proactively manage their required skill base. Challenges Expanding Telco market, growing competition Lack of transparency with regard to required and available skills Lack of skilled resources High fluctuation of skilled resources 1 What skills/people do I need? Definition and management of required skills/people! 2 How do I get the people / skills? Obtaining and developing required people/skills! 3 How do I keep the people/skills I need it? 8 Retention of required people/skills! 8

The Challenge The business challenges the ICT industry is facing require an update of the skill

Past Business Demands Technology as basis of business model Unspecific mass business Mastery of mass

target groups / mass customizing Flexible design of service processes / partner management Customer

know-how Skill Requirements Customer- and service-orientation Flexibility with respect to operation

8 The Challenge The business challenges the ICT industry is facing require an update of the skill portfolio; skill gaps have to be identified and closed in order to stay competitive. Past Business Demands Technology as basis of business model Unspecific mass business Mastery of mass processes Ensure basic service Future Business Demands Services as competitive factor Micro segmented target groups / mass customizing Flexible design of service processes / partner management Customer service as competitive factor Skill Requirements Technology-affinity with deep and detailed specific know-how Skill Requirements Customer- and service-orientation Flexibility with respect to operation Creativity for a high rate of innovation Readiness for learning and for personal development Self-determined daily business 9

The Challenge Detecon s model encompasses all of the major steps, processes, and activities required to systematically manage an organization s talent and its skills.

9 The Challenge Detecon s model encompasses all of the major steps, processes, and activities required to systematically manage an organization s talent and its skills. Talent Strategy Business Landscape Talent Implications Growth Engine Outcomes Strategic Priorities People Trends Selection Development Cultural Priorities Business Drivers Capacity Projections Organisation Situation Capacity Gaps Success Profile Succession & Retention Management Performance Management + Workforce Performance + Business Impact Sustainability Communication:: Accountability::Skills::Alignment:: Metrics Technology Enablers 10

10 Use Case HR Deutsche Telekom

11 Use Case HR Deutsche Telekom Encourage leadership and performance development is one of the pillars in the overall DT Group strategy. LEADING TELCO INTEGRATED IP NETWORKS BEST CUSTOMER EXPERIENCE WIN WITH PARTNERS LEAD IN BUSINESS TRANSFORM PORTFOLIO EVOLVE FINANCIAL TARGETS & EFFICIENCY ENCOURAGE LEADERSHIP & PERFORMANCE DEVELOPMENT 12

Demographic change Knowledge society The Group strategy provides the framework and concretizes company objectives Leading Telco Internal and external

12 Use Case HR Deutsche Telekom Group strategy, global trends and contextual factors are governing the HR activities within DTAG. Global developments and trends are changing our living environment and impacting our company Global trends Digitization Globalization Changing values Demographic change Knowledge society The Group strategy provides the framework and concretizes company objectives Leading Telco Internal and external contextual factors define DT s scope of action DT facts & figures approx. 230,000 employees 50 countries Ø age: D 44.7/int Regulation Competition Cost pressure Tasks & Challenges for HR Strategy 13

Use Case HR Deutsche Telekom HR is supporting overall leading European telco strategy by development and alignment of activities with distinctive impact on leadership and talent management.

13 Use Case HR Deutsche Telekom HR is supporting overall leading European telco strategy by development and alignment of activities with distinctive impact on leadership and talent management. Leading EUROPEAN Telco More Leadership...collaborate, innovate and empower to perform. Live new leadership culture Diversity...international mindset. Foster internal job rotation Responsibility clear leadership and ownership. Ensure clear end-to-end responsibility Incentivation rising the bar for overall success. Link incentive schemes to performance & share price Talent Management international leaders & experts. Push for cross functional, cross segment careers Qualification skill development for future business. Invest in training, up-skilling on all levels 14

14 Use Case International Career Management

Use Case International Career Management International career management s five step approach builds a bridge between internationalization, business needs and talent management.

15 Use Case International Career Management International career management s five step approach builds a bridge between internationalization, business needs and talent management. Approach Identification of Business Needs Identification of Talents People with required set of skills and international career ambitions 2 Positions Announcements Creates visibility and awareness of the available opportunities 3 4 International Career Rounds Placement enables and gives visibility on the talents within organization Assignment / Placement Example: Strategic Area to meet PanNet Execution of the placement International Career DTAG 16

Use Case International Career Management Various international assignment types have been developed as a solutions to

1 Telekom X-change 2 Project Assignment Assignment with clear personnel development focus For high performers and high

leadership function Not fully integrated into NatCo org.

(P&L) Organizational integration in NatCo Mainly strategic tasks 3 Commuter Assignment Regular work in two different

16 Use Case International Career Management Various international assignment types have been developed as a solutions to facilitate various business needs. 1 Telekom X-change 2 Project Assignment Assignment with clear personnel development focus For high performers and high potentials Timely flexible project management Internal or customer project No cost center responsibility No disciplinary leadership function Not fully integrated into NatCo org. Duration 3-6 months 4 Expat Assignment Duration < 12 months Line manager or line function Cost center responsibility (P&L) Organizational integration in NatCo Mainly strategic tasks 3 Commuter Assignment Regular work in two different countries No disciplinary leadership function Not fully integrated into NatCo org. Duration > 3 months Duration 3 months up to 5 years 5 Employment contract under local conditions Line manager or line function Organizational integration in NatCo No return guarantee Duration unlimited 17

17 Use Case TPS (Vivento)

18 Use Case TPS (Vivento) TPS is the central point of contact for staff restructuring. They support the business units and employees affected by workforce restructuring or want to change voluntary. Case Study Deutsche Telekom Telekom Placement Services Example Interim Services Bridging temporary employment gaps Staff Restructuring Advisory and Placement Manage restructuring and placement TELEKOM PLACEMENT SERVICES Customer Services Innovative and fully integrated customer service Creates employment opportunities and secure the know-how within DT Group The aim is to make the staff restructuring in a socially acceptable and also taking into account the demographic development Counseling and support for business units and employees Advises DT Group in projects that make staff restructuring measures required Develops and evaluates solutions that meet the requirements of DT Group and are also socially acceptable Combines the staff restructuring with offers on internal and external labor markets Advices, support and develop new opportunities for the employees affected by workforce restructuring 19

19 Use Case Workforce Management

20 Use Case Workforce Management Total workforce management drives the evolution of HR work towards a more analytical approach linked to business strategy. Overview of HR planning changes Difference from previous HR planning Metrics From traditional HR to TWM Strategic Perspective Strong link to strategy and business planning Risk Productivity From emergencyplumbing. From volumeplanning... to activate risk mitigation to output optimization Analysis beyond annual planning process Total workforce view (internal / external) Costs/FTE Qualifications From cost tracking. From filling vacancies to cost management to skill portfolio management Addition of qualitative dimension: Breakdown by job clusters Mapping of necessary skills shifts Scenario capability: Capacities From head counting to workforce shaping Demand driver logic Tool-based simulations 21

21 Use Case Workforce Management The differences out of the supply and demand simulation are consolidated in a gap analysis that helps to design HR measures. Internal Supply vs. Internal Demand Gap in FTE 22

22 Some Takeaways

Employee Engagement Future Job Orientation Tool Selection Competence Framework Talent Assessment&

23 Some Takeaways Skills need to be actively managed; monitoring continuously employee performance and ensuring employees commitment ensure to keep skill base up to date. Employee Engagement Future Job Orientation Tool Selection Competence Framework Talent Assessment& Development Continuous Dialogue Recruitment Processes Talent & Career Management Reward Strategy Succession Panning People Growth Retention Management 24

24 Thank you! Q&A

25 Contact Björn Menden Managing Partner Detecon International GmbH Alfred-Herrhausen-Allee Eschborn, Germany Phone: Mobile: Bjoern.Menden@detecon.com 26

DETECON CONSULTING Website: IoT.itrc.ac.ir

DETECON CONSULTING Website: IoT.itrc.ac.ir DETECON CONSULTING Detecon Company Presentation Detecon is the leading consulting company that unites management with great digital technology expertise. More than 20.000 projects realized worldwide 1.200