Post on 20-Jun-2020
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
1
2
3
Introduction
Creating a Learning & Development Strategy –based on company‘s HR agenda
From Strategy to Action
1
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
… but difficult to execute
5
“However beautiful the strategy, you should occasionally look at the results.”
Winston Churchill
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
HR Trends
8
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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
Trends in Banking industry
10
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
Benedikt FüsselHuman ResourcesDeutsche Bank
Banking is a „people‘s business“ …..
11
Benedikt FüsselHuman ResourcesDeutsche Bank
… but confronted with new challenges
12
Benedikt FüsselHuman ResourcesDeutsche Bank
DB HR requirements
13
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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
Benedikt FüsselHuman ResourcesDeutsche Bank
Business requirements
15
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
Benedikt FüsselHuman ResourcesDeutsche Bank 16
Benedikt FüsselHuman ResourcesDeutsche Bank
IT Transformation
17
Benedikt FüsselHuman ResourcesDeutsche Bank 18
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 steps to define the HR L&D Strategy
Benedikt FüsselHuman ResourcesDeutsche Bank 19
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
Benedikt FüsselHuman ResourcesDeutsche Bank
Long list of strategic implications for HR derived
20
— 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
10
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
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 retail banking trends
6/13/2012 2010 DB Blue template
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
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 Deutsche Bank HR requirements
6/13/2012 2010 DB Blue template
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
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 PBC business requirements
13
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
Benedikt FüsselHuman ResourcesDeutsche Bank
The essence of strategy
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“The essence of strategy is choosing what not to do.”
Michael E. Porter
Benedikt FüsselHuman ResourcesDeutsche Bank 22
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 steps to define the HR L&D Strategy
Benedikt FüsselHuman ResourcesDeutsche Bank 23
— 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
Benedikt FüsselHuman ResourcesDeutsche Bank
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
24
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
Benedikt FüsselHuman ResourcesDeutsche Bank
The identified most critical areas form the basis of the HR Strategy of which the L&D Strategy is a subset
25
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
Benedikt FüsselHuman ResourcesDeutsche Bank 26
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 steps to define the HR L&D Strategy
Benedikt FüsselHuman ResourcesDeutsche Bank
The definition of a strategy is the beginning
27
“Strategy is not the consequence of planning but the opposite, its starting point.”
Henry Mintzberg
Benedikt FüsselHuman ResourcesDeutsche Bank 28
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%
Benedikt FüsselHuman ResourcesDeutsche Bank
A new and integrated approach to Talent & Performance Management
29
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 ?
Benedikt FüsselHuman ResourcesDeutsche Bank
Leadership Development heading towards„helping people to help themselves”
30
L&D is learning enablerinstead of learning
provider
Mentoring / Sponsoring
Leaders are coaches
Leader-led training
Self Service Learning
Benedikt FüsselHuman ResourcesDeutsche Bank
Leadership Development - how do we do that concretly(1/3)
32
Benedikt FüsselHuman ResourcesDeutsche Bank
Leadership Development - how do we do that concretly(3/3)
34
Benedikt FüsselHuman ResourcesDeutsche Bank
Benedikt FüsselHuman Resources Deutsche Bank AG
Tel + 49(0) 69 910-33991benedikt.fuessel@db.com
Deutsche Bank AGTaunusanlage 12, 60325 Frankfurt am Main
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