Aligning Business Success with Learning & Development ... · Aligning Business Success with...

Benedikt FüsselHuman ResourcesDeutsche Bank 0

Aligning Business Success withLearning & Development Strategies

Learning Symposium “Innovative Blended Learning for Business Impact” Sept. 2016

Benedikt FüsselHuman ResourcesDeutsche Bank

Agenda

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2

3

Introduction

Creating a Learning & Development Strategy –based on company‘s HR agenda

From Strategy to Action

1


Deutsche Bank at a glance

Vocational Trainees

2.000

Employees

101.000

Balance sheet

2.000 Mrd. €

Clients

29.000.000

Branches

2.800

CSR

76.000.000 €

2


Deutsche Bank is well-positioned worldwide

3

28/09/2016

Note: In 2014, the employees of Mauritius previously shown in Africa were assigned to Asia. 1 excluding UK and Germany2 percentage in brackets refers to the previous year’s figures (Dec 2014)

101,104 employees (FTEs) worldwide, Deutsche is represented in 70 countries

Breakdown of FTEs by Region Status: December 2015

NA

Central andSouth America

10.7%(10.2%)²

10,842

5950,6% 555

0.6%

1070.1%

687

0.7%

18.7%(18.1%)²

18,902

UK8.9%

9,008

EMEA1

14.5%(14.7%)²

14,651

Ger45.3%(46.3%)²

45,757

NorthAmerica

Japan

Asia

Africa

(8.7%)²

(0,6%)²

(0.1%)2

(0.7%)2

(0.6%)2

Pacific


Strategy is easy to define …

4

“A good hockey player plays where the puck is.A great hockey player plays where the puck is going to be.”

Wayne Gretzky


… but difficult to execute

5

“However beautiful the strategy, you should occasionally look at the results.”

Winston Churchill


Four steps to define the HR L&D Strategy

6

Longlist of HR topics and first

prioritization/clustering

Assess current capa-bilities and future needs

Define strategyand initiativesCluster HR topicsIdentify key HR topics

Prioritization matrix

+

+-

-Future needs

Cur

rent

cap

abilit

yBuild

Maintain

Ignore

Review

321 4

Formulation of strategy and derived initiatives

HR topics out of external trends and internal needs


Four major factors to consider

7

DB HR requirements

HR trends Trends in Banking industry

Business requirements

HR PBCStrategy

Male Male Male

Years

Female Female Female

Years

Source: Federal Statistical

HR L&DStrategy


HR Trends

8

DB HR requirements



HR PBCStrategy

Male Male Male

Years


Years


HR L&DStrategy


Several megatrends can be translated into significant people implications

9

External trends … … with impact on retail banking

Technology Virtual workplace: New technologies change the working environment 5

Social media Social media revolution: Significant changes to the way people interact and communicate 6

Globalization Global village: Economy as well as individual networks are getting more and more global2

Change in values Gen Y/Gen Z: Stronger focus on ethical behavior, sustainability, responsible conduct4

War for talent Scarce resources: Fierce competition for fewer talents internally and externally3

Demographics Aging workforce: Fewer people enter the workforce, work longer, and grow older1


Trends in Banking industry

10

DB HR requirements



HR PBCStrategy

Male Male Male

Years


Years


HR L&DStrategy


Banking is a „people‘s business“ …..

11


… but confronted with new challenges

12


DB HR requirements

13

DB HR requirements



HR PBCStrategy

Male Male Male

Years


Years


HR L&DStrategy


What the business requires from HR

Develop company culture to meet new expectations- Pay close attention to staff satisfaction and explore the respective drivers/motivators

Ensure strategic, systematic, and structured talent management - Develop a long term view on the holistic management of our resources

Ensure the right bench strength/availability of successors- Closely connect succession management with talent management and workforce planningStrengthen leadership quality - Enable leaders to develop, attract, retain talent, and to manage multi-generational teams

Establish culture of life-long learning- Encourage self-development and continuous "upgrading" of skill base

Embrace and use innovative technologies- Ensure that HR processes keep pace with the technical developmentEnsure incorporation of social media into HR processes- Understand the implications of social media usage and actively drive its usage in HR processes

Recruit and retain the best available talents- Attract the best candidates from all target groups

…

Create strong employer brand- Position DB to be attractive for employees and candidates from all age groups

Focus on generational diversity- Differentiate HR offers by for different age groups

Ensure availability of the right skills in the right quantities - Implement a strategic workforce planning in order to predict and address critical areas

14



15

DB HR requirements



HR PBCStrategy

Male Male Male

Years


Years


HR L&DStrategy


IT Transformation

17







+

+-

-Future needs

Cur

rent

cap

abilit

yBuild

Maintain

Ignore

Review

321 4





Components of a People Strategy

PEOPLE

COMPETITIVE ADVANTAGE

ORG DESIGNTALENT MANAGEMENT

OPERATIONAL EXCELLENCE

CULTURE & IDENTITY

FUTURE

SUSTAINABLE

LEADERSHIPRESOURCES

CAPABILITIES

BU

SIN

ESS

STAKEHOLDER MANAGEMENT

IMPLEMENTATION

PRIORITIES

SUC

CES

S

SOCIETY

CLIENT FOCUS

MISSION

TRANSFORMATION

INTE

GR

ATIO

N

OPTIMIZATION OF FACTOR COSTS

LEGAL ENTITY CONSOLIDATION

GOVERNANCE MODEL

STRATEGIC COST MANAGEMENT

STR

ATEG

IC W

OR

KFO

RC

E PL

ANN

ING

PIPELINE / SOURCING STRATEGY

TALENT IDENTIFICATION & DEVELOPMENT

LEADERSHIP DEVELOPMENT

AGE & GENDER DIVERSITY

WORK-LIFE BALANCE / HEALTH MANAGEMENT

TOTAL QUALITY MANAGEMENT - MINDSET

CO

MM

ON

ESS

ENTI

ALS

EMPLOYEE SATISFACTION

OB

JEC

TIVE

S

LONGTERM

ANALYSIS

FOCUS

DEVELOPMENT

ORGANIZATION

PROGRESS

UN

ION

S

CHANGE

CO-DETERMINATION

LEAN MANGEMENT

TERMS & CONDITIONS

TAR

IFF

STR

UC

TUR

E

MOBILITY

HIRING TARGET

SYNERGIES

STRATEGY


Long list of strategic implications for HR derived

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— Create strong employer brand

— Increase transparency throughout HR processes

— Establish clear and transparent governance principles and mechanisms

— Balance interests (e.g., reg. broader DB Group requirements)

— Establish high degree of flexibility in the HR set-up

— Support business transformation agenda

— Ensure low cost base and workforce flexibility

— Improve Performance Management Culture

— Develop and apply non monetary reward and retention instruments

— Ensure (self-) development and life-long learning

— Recruit and retain best available talents

— Develop long term view on the holistic management of talent resources

— Ensure right bench strength / availability of successors

— Prepare leadership team and strengthen leadership skills

— Improve internal mobility for leaders and employees

— Ensure availability of required skill sets within workforce

— Plan and steer large workforce effectively

— Focus on diversity (e.g., gender, age, culture)

— Support participation of employees in global/cross divisional initiatives

— Strengthen the international footprint of our talent pool

— Increase focus on technological change

For internal use only

Draft – For discussion only

Name des SprechersTitel der Veranstaltung/Datum

Deutsche Bank Private & Business Clients

Wrap-up: First strategic implications for HR derived from fundamental HR trends

6/13/2012 2010 DB Blue template

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Develop company culture to meet new expectations- Pay close attention to staff satisfaction and explore the respective drivers/motivators

Ensure strategic, systematic, and structured talent management - Develop a long term view on the holistic management of our resources

Ensure the right bench strength/availability of successors- Closely connect succession management with talent management and workforce planningFocus on generational diversity- Differentiate HR offers by for different age groups Strengthen leadership quality - Enable leaders to develop, attract, retain talent, and to manage multi-generational teams

Ensure availability of the right skills in the right quantities - Implement a strategic workforce planning in order to predict and address critical areasEstablish culture of life-long learning- Encourage self-development and continuous "upgrading" of skill base

Embrace and use innovative technologies- Ensure that HR processes keep pace with the technical developmentEnsure incorporation of social media into HR processes- Understand the implications of social media usage and actively drive its usage in HR processes

Recruit and retain the best available talents- Attract the best candidates from all target groups

…

Create strong employer brand- Position PBC to be attractive for employees and candidates from all age groups

HR Trends





Wrap up: First strategic implications for HR derived from retail banking trends


11

Support business transformation agenda— Ensure timely and accurate execution of organizational change initiatives

Ensure high degree of advisory skills— Enable client advisors to deal with increased complexity and pressure

Ensure low cost base— Focus on cost efficiency and effectiveness throughout all HR processes

Support business to manage reduced reward budgets — Develop and apply non monetary reward and retention instruments

Improve Performance Management Culture— Increase differentiation and establish stronger linkage between pay and performance

Manage increasing regulatory requirements— Ensure appropriate control mechanisms and governance

Prepare leadership team— Develop holistic leaders who can navigate the "new normal"

…

Establish high degree of flexibility in the HR set-up— Ensure ability to quickly react to changing business requirements

Create strong employer brand — Actively address and incorp. themes of the negative public perception (e.g., connection to real economy)

Trends in Banking industry





Wrap up: First strategic implications for HR derived from Deutsche Bank HR requirements


12

Focus on gender diversity to increase share of females in management positions (DAX 30 Commitment)

Balance PBC interests with broader DB Group requirements

Support cross divisional initiatives (e.g., DAX commitment)

Ensure sophisticated skills in organizational development

Improve internal mobility for leaders and employees across all segments and regions

Establish clear and transparent governance principles and mechanisms

Connect key HR processes (e.g., talent, reward, performance) to respective global approaches

Represent the interests and specific requirements of PBC towards global product groups

Establish clear standards for leadership attitudes and qualification

Develop strong global leaders that can become part of a group wide talent mobility

Ensure adherence to DB Group reward guidelines and policies

Ensure participation of employees in global initiatives (e.g., gender diversity, GEC Dashboard)

…

Deutsche Bank HR Requirements





Wrap up: First strategic implications for HR derived from PBC business requirements

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Strengthen Employer Brand- Include the PBC common essentials in the hiring process

Enable holistic advisory banking - Equip bankers with holistic mind and skill set to meet requirements of demanding clients

Support business transformation agenda - Provide flexible and adaptable HR Delivery Model (reg. both quantity and processes)

Define leadership attributes - Describe leadership behavior that supports the Common Essentials

Implement measurements - Define KPIs in order to better measure behavior

Increase transparency in HR processes - Create trust and strengthen commitment

Plan and steer large workforce effectively- Set up strategic workforce planning

Support the multi-brand strategy - Provide flexibility and customization where needed

Strengthen Leadership Skills - Enable leaders to provide direction and orientation

Establish shared powerhouse culture - Support the implementation of the PBC common essentials

...

Business Requirements


The essence of strategy

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“The essence of strategy is choosing what not to do.”

Michael E. Porter







+

+-

-Future needs

Cur

rent

cap

abilit

yBuild

Maintain

Ignore

Review

321 4





— Establish high degree of flexibility in the HR set-up— Support business transformation agenda— Ensure low cost base and workforce flexibility

— Improve Performance Management Culture — Develop and apply non monetary reward and retention instruments

— Focus on diversity (e.g., gender, age, culture)— Support participation of employees in global/cross divisional initiatives

— Create strong employer brand— Increase transparency throughout HR processes — Establish clear and transparent governance principles and mechanisms— Balance PBC interests (e.g., with broader DB Group requirements)

— Strengthen the international footprint of our talent pool

— Increase focus on technological change

— Recruit and retain best available talents — Ensure right bench strength/availability of successors— Prepare leadership team and strengthen leadership skills— Improve internal mobility for leaders and employees— Ensure (self-) development and life-long learning

— Develop long term view on the holistic management of talent resources— Ensure availability of required skill sets within workforce— Plan and steer large workforce effectively

Employer Brand and Culture 1

Organizational Development 2

Performance Management 3

Diversity 6

Internationalization 7

Technological change 8

Talent Management / Leadership Development 4

Strategic Workforce Planning 5

Longlist can be clustered into strategic areas


Considering high effort to improve topics while future need is low

—these topics can be ignored, but future need to be tracked (to avoid

waste of resources)

The future importance and actual lack of skills and expertise

make further developments mandatory to build a strong hold in

these cluster of HR topics

A simple matrix helps to prioritize the strategic areas

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Due to existing capabilities and expertise but lower future needs

these topics need to be reviewedto optimize, reduce costs and

enhance efficient setup

Since these important topics are already developed in a professional

way the focus is on maintain—no further specific enhancement

efforts required

+

-

Cur

rent

cap

abili

ty

Build

Maintain

Ignore

Review

+- Future needs

Priorization matrix


The identified most critical areas form the basis of the HR Strategy of which the L&D Strategy is a subset

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Technological Change

Internationalization

Employer Brand and Culture

HR L&DStrategic areas

Strategic Workforce Planning

Performance Management

Organizational DevelopmentTalent Management /

Leadership Development

Diversity

+

- Build

Maintain

Ignore

Review

Cur

rent

cap

abili

ty

+- Future needs







+

+-

-Future needs

Cur

rent

cap

abilit

yBuild

Maintain

Ignore

Review

321 4





The definition of a strategy is the beginning

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“Strategy is not the consequence of planning but the opposite, its starting point.”

Henry Mintzberg


What effective talent management means for us...

The right people...... in the right positions... at the right time... doing the right things

Motivates and engages employees Drives success for our clients, our

shareholders and everyone in the bank Creates value for society as a whole

Our commitment to talent management:We highlight and develop the strengths and potential of all of our employees to help them do their best possible work - now and in the future -ensuring personal growth and securing competitive success for DB

more effective in building a pipeline of successors

more effective in developing great leaders

more effective in developing employees with the right skills

more effective in creating high engagement

more effective in having the right people in the right jobs

Source: Bersin Talent Management Factbook 2010

42%

Companies which focus on strategic talent management are...

38%

31%

20%

32%


A new and integrated approach to Talent & Performance Management

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Diagnosis

Concrete measure

Talent Review sessions on all levels

Very complex process

Link to Performance Management and individual Development not always sufficient

Managers do that as a tick-box exercise (process completion more important than content)

We do not know all talents and have never communicated to them

Analysis

Individual analysis of critical areas is the basis for concrete action plans

Whichare the

pipelineswe use?

How do weanalyse ?

How do we control our talent pipelines?• Which are the required competencies for the roles in DB?• How could we develop these competencies?• Where do we get our talents from ?


Leadership Development heading towards„helping people to help themselves”

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L&D is learning enablerinstead of learning

provider

Mentoring / Sponsoring

Leaders are coaches

Leader-led training

Self Service Learning


Leadership Development - how do we do that concretly(1/3)

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Leadership Development - how do we do that concretly(3/3)

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Benedikt FüsselHuman Resources Deutsche Bank AG

Tel + 49(0) 69 [email protected]

Deutsche Bank AGTaunusanlage 12, 60325 Frankfurt am Main

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