Development Opportunities at T-Systems.
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Development Opportunities at T-Systems.
T-Systems – “Powered by People”
T-Systems --- “Powered by People”, this is the principle, People Development and Transformation of T-Systems follows. Know why?
Because we know that qualified, competent and highly engaged employees and leaders drive the success of our company.
Transforming Knowledge into Action
T-Systems Specific Seminars and ICT-University
additional offers The Big Picture of People
Individual and demand-oriented Development at T-Systems
People
Development
and Career
at T-Systems
Management Development Focus Employee Development
Development of (new) leaders Discussion (EDD)
through training and networking Pivotal for Expert
Development at T-Systems
Expert Development Focus
Go ahead! and CAMPUS Programs --
Development and qualifications in our key roles
We Offer You
Employment in one of the largest and most successful ICT companies.
Interesting career opportunities for managers and experts
Responsible and interesting roles for valuable working experiences.ICT University
People Development and Transformation is working according to the strategic HR Mission of T-Systems. Our Big Picture of the ICT University includes the
following topics:
Development, Recruitment and Transformation at T-Systems
Management Development
Expert Development
“Generation Future”.
Transformation and Culture
Employee Development Discussion (EDD)
The declared goal of the EDD is to strengthen the sense of responsibility and individual initiative of employees with regards to their own development.
Through discussions with each employee about his or her goals, a personal plan is developed which contains the development targets and measures for the
next 12 months.
Furthermore, as a management instrument, the EDD supports the establishment of a common understanding of leadership throughout the enterprise. Last,
but not least, with the EDD we live diversity – the enriching collaboration of individuals.
Go Ahead! – the “Global Career for Experts” Development Process at T-Systems
Developing Key Roles in the Corporate Value Chain
Holistic concept consisting of 3 core elements:
Assessment - Mapping your career path and career level by employee and your superior, before having the individual career discussion (Employee
Development Discussion, EDD)
Qualification - Providing business needed development of employees and high potentials in alignment with the results of your Employee Development
Discussion (EDD)
Retention - Identification of High Performers and Potentials and offering special development measures for this target groups.
Basis of Go Ahead!
Six key roles have been defined referring to the corporate value chain of T-Systems
Clear requirements and competency profiles are defined and developed with the business.
Annual reviews and adjustments through a dialog between employee and Manager are made to ensure the growth of company capabilities.
Various opportunities for development in your own and between one of the other career paths.
Big Deal
Roles
Professional Professional Professional Professional Professional
Career Paths
1 2 3 4 5
Project Management
Service Management /
Delivery Management
Sales
IT
Consulting
Human Resources
Development according New job development in Broadening experience
to increasing require- a function (job enrichment/job at the same level.
ments on the job enlargement). Prerequisite: Prerequisite:
available function available function
The matrix shows: T-Systems key roles, Professional levels and possible career stepsPerformance and Potential Reviews (PPR) for Experts
PPR for Experts is the instrument in the global career, which is used to identify high potential experts and to develop them and give them visibility throughout
the company. High Potentials experts are T-Systems employees with a high level of development potential, who will be able to take over further-reaching tasks
in the future.
Process: Three Steps of the Talent Management Process within “Global Career”
Analysis and Assessment by employee and by superior
Identification as a (high) performer and potential
Finding out the best development measures
Overview about Talent Management Process within Go Ahead! -- Focusing on Best People
Analysis & Assessment Identification Qualification & Promotion
High-Potentials
(Nomination via Manager)
Self-Assessment
Promotion Programs
of Employee
Employee
Development
Discussion
(EDD)
Assessment by Qualification Programs
Manager (e.g. CAMPUS)
CAMPUS Supports Our Business
The CAMPUS programs constitute the first (company-wide) T-Systems development and qualification program, targeted at employees in the key roles of
Project Management, Service/Delivery Management, Sales and Information Technology, Consulting and HR. The expert positions that are of particular
strategic significance at T-Systems in end-to-end processes at the interface to our customers have been compiled into these key roles.
CAMPUS Supports Our Employees
The concept behind the CAMPUS programs provides an innovative landscape for learning. In addition to more traditional training methods in the area of
knowledge acquisition, CAMPUS offers other features such as case studies and simulations that help participants apply their knowledge in the workplace.
Furthermore, CAMPUS provides communication platforms for effective exchange of experience among experts. This is an excellent chance for participants to
expand their networks.
Therefore the CAMPUS programs are a central element for personnel development and open to all employees who work in one of the corresponding key
roles.The CAMPUS Concept
Expert Level CAMPUS
“Executive Platform for experts with long-term experience; development and advancement of
Professional 5
Camp”* big deal capabilities across all expert careers.
Professional 4
“Professional For employees with perennial experience; deepening and broadening core
competencies further development of expert knowledge and exchange of practical
Camp” experience.
Professional 3
Development and expansion of core competences for employees with first
Professional 2 Foundation
experience; modular curricula and additional optional modules.
Basic qualification for all employees in key roles, to facilitate accelerated
Professional 1 Rush up
familiarization with new processes and methods.
* Implementation 2008
Management Development: "Enabling the development of our people and our organisation through learning and leadership."
That's what it's all about. We will achieve a top international position for T-Systems in the long term only if we offer our managers the best possible
prerequisites for their personal advancement and if we exploit their competence to realize our corporate success.
On the following pages, you find an overview about Performance and Potential Review and the different various management development programs at T-
Systems. One aim of all these activities is to support our managers in their personal and professional development.
Integrative Approach for Management Development
Our management development approach encompasses…
… a consistent competency framework.
… a strict target management process.
…. an annual Performance and Potential Review (PPR) for identification of top performers and high potentials helping to guarantee a high transparency
and comparability results.
… basic qualification and international management programs with leading business schools.
Recruiting Mobility &
Strategy Succession
Perfor-
Develop- mance
ment Mgmt.
Competency
Framework
Performance &
Potential Review
(PPR)Performance and Potential Review (PPR)
Due to the highly specialized functions and complex work fields we face today, the valuable potential of executives and employees is often not recognized at
first glance. HR experts have therefore developed the Performance & Potential Review (PPR) model to uncover this treasure and to promote executive
development.
With the introduction of STEP up! at Deutsche Telekom, PPR makes it possible to evaluate the performance, competencies and development potential of
executives in a standardized, transparent and comparable manner.
The competency assessment is based on Deutsche Telekom’s strategic competency model (see Competency Framework below). The model comprises eight
competencies that are especially important for executives at Deutsche Telekom.
Finally, the overall performance of the executive is determined. This is done by aggregating the executive’s performance and competency assessments with
the aid of a simple matrix (see picture below). Each executive is allocated to one of three possible groups.
Competency Framework
Customer Orientation Best Fit Jump
Strategic Orientation
Overall Performance
Results Orientation
Driving Evolution Fit Grow
Collaboration
Living Our Values
Team Leadership Move Improve
People Development
Potential
Management Development Programs
Below you find an overview about our concrete Management development programs at T-Systems. One aim of these development activities is to support our
managers in their personal and professional development.Service Offering Portfolio 2008
Manage- Expert „New in Mgmt. „Grow in Mgmt. High Performer &
ment Group Levels Position“ Position“ High Potential Programs
Business Leaders MG1 Advanced Management Program
Top Executives MG2 Leadership Excellence Managing T-Systems General Management Program
Program 2 for Executives (Q2)
(Q1 – February) and Experts
T-Systems Prof 5 Leadership Excellence Perspective Management Program
Leaders Program 3 (from Q2 on)
MG3 (Q1 – February)
Middle/Local Prof 4 Leadership Excellence Managing T-Systems new high potential program
Management Program 4 for Managers (from Q3 on )
MG4 (Q2) and Experts
SU – Business Forum
Middle/Local Prof 3 Leadership Excellence
Management Program 5 new high potential program
MG5 (Q2 – April) (from Q3 on)
Via Nomination Open Registration via EMS Via Nomination
Additional Seminars and Offers
What are our additional development offers?
There are approximately 200 seminars covering a variety of topics in our seminar catalogue. These seminars have been tailored for T-Systems and are
open to all employees. We had more than 4000 bookings in 1st half 2007
Our Academic Network with international Business Schools: We have cooperation with about 10 recommended international Business Schools like
Harvard Business School or Stanford University in the United States and in Europe like London Business School, UK, and European School of
Management and Technology, Germany.
For several years we have had a 360° Feedback system in T-Systems, which is linked directly with seminar offers where it is suitable.
In cooperation with Harvard Business School we’re offering different kinds of Online Management Programs and Resources. In this way we are able to
meet development needs of our leaders while saving time and cost.You can also read
