Post on 07-May-2018
We make ICT strategies work
Future Skills & Talents
Impact on HRM
Björn Menden
Zurich
September 2015
Introduction: Deutsche Telekom and Detecon
Detecon’s strategy and management consulting services enhance the value creation
chain at Deutsche Telekom.
© D
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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)
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
Experienced, international, competent!
Consulting from the strategy to realization – seamlessly, in collaboration with our clients,
worldwide.
Introduction: Deutsche Telekom and Detecon
Our success: global sharing of knowledge and experience.
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> 11,000 projectsrealized worldwide
55 yearsof market experience
1,100 associates in our offices from Beijing to San Francisco
Clients in more than 165 countries
Colleagues from over 40 countries
Detecon Branch Offices Data & Facts
The Challenge
The rapidly changing ICT market requires corresponding continuous updates of the skill
portfolio in order to address new customer needs.
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1991World WideWeb (WWW)
1993Pentium
1994
1995
1995
1998
1997IEEE 802.11
2007iPhone
2010iPad
2003
2004
2001
1990GSM
Standard
1999
2006
1996
2009Launch
19921998
1st MP3Player
1997IEEE 802.11
20001 GHz
19912002
1 BillionPCs shipped
2004Firefox 1.0
20011st UMTSNetwork
2006
2008
1996 2010MobilePhoneUsers
>4bn.
2008Internet
User
1.4bn.
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.
1992
1990 2000 2010 2020 2030
The Challenge
In order to become and to stay competitive it is vital for ICT companies to proactively
manage their required skill base.
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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
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What skills/people do I need? Definition and management of required skills/people!1
How do I get the people / skills? Obtaining and developing required people/skills!2
How do I keep the people/skills I need it? Retention of required people/skills!3
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.
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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
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
Business Demands
Technology as basis of business model
Unspecific mass business
Mastery of mass processes
Ensure basic service
Skill Requirements
Technology-affinity with deep and detailed specific know-how
Past Future
Strategic Priorities
Cultural Priorities
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.
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+ Workforce Performance
+ Business Impact
Business Landscape Talent Implications Growth Engine Outcomes
Success Profile
Capacity Gaps
People Trends
CapacityProjections
Organisation Situation
Business Drivers
Selection Development
Talent Strategy
Communication:: Accountability::Skills::Alignment:: Metrics
Technology Enablers
Sustainability
Performance Management
Succession &RetentionManagement
Use Case HR Deutsche Telekom
Encourage leadership and performance development is one of the pillars in the overall
DT Group strategy.
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LEADING TELCO
INTEGRATED IP NETWORKS
WIN WITH PARTNERS
BEST CUSTOMER
EXPERIENCE
LEAD INBUSINESS
TRANSFORM PORTFOLIO
EVOLVE FINANCIAL TARGETS & EFFICIENCY
ENCOURAGE LEADERSHIP & PERFORMANCE DEVELOPMENT
Use Case HR Deutsche Telekom
Group strategy, global trends and contextual factors are governing the HR activities
within DTAG.
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DT facts & figures
approx. 230,000 employees 50 countries Ø age: D 44.7/int. 36.0 Regulation Competition Cost pressure
Internal and external contextual factors define DT’s scope of action
The Group strategy provides the framework and concretizes company objectives
Global developments and trends are changing our living environment and impacting our company
Global trends
Digitization Globalization Changing values Demographic change Knowledge society
Leading Telco
Tasks & Challenges for HR Strategy
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.
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Leading EUROPEAN Telco
Live new leadership culture
Foster internal job rotation
Ensure clear end-to-end responsibility
Link incentive schemes to performance & share price
Push for cross functional, cross segment careers
Invest in training, up-skilling on all levels
More…
Leadership ...collaborate, innovate and empower to perform.
Diversity ...international mindset.
Responsibility …clear leadership and ownership.
Incentivation …rising the bar for overall success.
Talent Management …international leaders & experts.
Qualification …skill development for future business.
Use Case International Career Management
International career management’s five step approach builds a bridge between
internationalization, business needs and talent management.
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Approach
1
2
3
4
5
Example: Strategic Area to meet PanNet 2020
Identification of Talents
People with required set of skills and international career ambitionsIdentification
of Business Needs
Positions Announcements
Creates visibility and awareness of the available opportunities
International Career Rounds
Placement enables and gives visibility on the talents within organization
Assignment / Placement
Execution of the placement
International Career Paths @ DTAG
Use Case International Career Management
Various international assignment types have been developed as a solutions to facilitate
various business needs.
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Assignment with clear personnel development focus
For high performers and high potentials
Telekom X-change1
Duration 3-6 months
Regular work in two different countries
No disciplinary leadership function
Not fully integrated into NatCo org.
Commuter Assignment3
Duration > 3 months
Line manager or line function
Cost center responsibility (P&L)
Organizational integration in NatCo
Mainly strategic tasks
Expat Assignment4
Duration 3 months up to 5 years
Line manager or line function
Organizational integration in NatCo
No return guarantee
Employment contract under local conditions5
Duration unlimited
Timely flexible project management Internal or customer project No cost center responsibility No disciplinary leadership function Not fully integrated into NatCo org.
Project Assignment2
Duration < 12 months
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.
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Case Study – Deutsche Telekom – Telekom Placement Services Example
Staff Restructuring Advisory and Placement
Interim Services
Customer Services
TELEKOM PLACEMENT SERVICES
Manage restructuring and placement
Bridging temporary
employment gaps
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
Use Case Workforce Management
Total workforce management drives the evolution of HR work towards a more analytical
approach linked to business strategy.
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Strategic Perspective
Strong link to strategy and business planning
Analysis beyond annual planning process
Total workforce view (internal / external)
Addition of qualitative dimension:
Breakdown by job clusters
Mapping of necessary skills shifts
Scenario capability:
Demand driver logic
Tool-based simulations
Overview of HR planning changes Difference from previous HR planning
Risk
Productivity
Costs/FTE
Qualifications
Capacities
MetricsFrom traditional
HR… …to TWM
From emergency-plumbing….
From volume-planning...
From cost tracking….
From filling vacancies…
From head counting…
… to activate risk mitigation
…to output optimization
… to cost management
…to skill portfolio management
… to workforce shaping
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.
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Internal Supply vs. Internal Demand Gap in FTE
Some Takeaways
Skills need to be actively managed; monitoring continuously employee performance and
ensuring employees‘ commitment ensure to keep skill base up to date.
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Employee Engagement
Future Job Orientation
Continuous Dialogue
People Growth
Competence Framework
Talent Assessment& Development
Talent & Career
Management
SuccessionPanning
Retention Management
Reward Strategy
Recruitment Processes
Tool Selection