Presentation for Human Resources Gipfel 2018 Dagmar Pithan, VP Global Talentmanagment, Deutsche Telekom AG

1. Deutsche telekomThe way we identify, develop & place our Talents.
Dagmar Pithan, Vice President Global Talent & Succession Management

2. Agenda
1. Deutsche Telekom at a Glance
2. Talent Management 2 Years ago and Today
3. What did we Change:
Success Factors of Talent Management
4. Strong Alignment between Performance, Succession
and Talent Management

3. 3
DEUTSCHE TELEKOM AT A GLANCE
PROFILE
3
Customers & Markets
Customers
 168 mn mobile customers
28 mn fixed-network lines/
19 mn broadband lines
 Approx. 7.4 m TV customers
Markets
 Present in > 50 countries
 Germany, Europe and the USA:
with own infrastructure
 T-Systems: global presence & alliances
via partners
Facts & Figures
Telekom in figures, 2017
 Revenue € 74.9 bn
 Adjusted EBITDA € 22.2 bn
 Free Cash-Flow € 5.5 bn
Employees & responsibility
 Employees worldwide: 217,349
 6,559 trainees and cooperative degree
students in Germany
 Pioneer of social issues
(climate protection, data privacy,
diversity, etc.)
Source: DT 2017 annual report/TMUS annual report to shareholders 2017

4. 4
Our AMBITION: LEADING EUROPEAN TELCO
Save for Growth Investments
Simplify, digitalize, accelerate
Grow
ONE CONNECTIVITY
& PERFECT SERVICE
Lead In Customer experience
Secure ICT SOLUTIONS
& Big IoT
Lead in Business Productivity
INTEGRATED
GIGABIT networks
Lead in technology

5. 5

6. Global Talent Management is established
 Groupwide, international approach
 Focus on self-responsibility, visibility
and networking
 Placement & Rotation is key
6
Talent Management 2 years ago & today
2 years ago
Different definitions & approaches of Talent
Management
 Strong focus on segment- specific offers
 Low networking and transparency
within DT Group
 No global Talent data base

7. 7
SUCCESS FACTOR NO. 1: EXECUTION
55 % But only half of all
companies have a talent
management strategy in
place
* Source: Talent Management Study 2018 “Trust in Talents - How People Oriented Enterprises Excel”,
Kienbaum Consultants International GmbH, Cologne.
38 %
Only Of talented employees are
satisfied with their companies'
talent management
of HR professionals
consider the issue very
urgent
83 %
*
Strong alignment between Performance-,
Succession- & Talent Management
Telekom-wide Definition of Talents:
Ambition & Mindset, Performance, Potential
25 %
48 %
5 %
22 %
dissatisfied
satisfied
very
satisfied
neither
Core beliefs:
 Providing new perspectives and space to connect
 Understanding business needs
 Navigating the Talents in their own journeys
 We live in a digital age. So do our Talents
 Offering processes, tools and products satisfied or very satisfied
73 %

8. 8
SUCCESS FACTOR NO. 2: INNOVATION
of HR managers believe their talent
management practices to be innovative65 %
of talented employees agree with their
assessment30 %
only
Only 1 in 3 companies allow their
employees to develop outside of established
career tracks
68 % of companies, the term talent is
reserved to high potentials for key
positions
At
Talent-shaped programs
Personalisation
On-demand enablement
Talents as customers
Using technology to link the globaL
TALENT POOl
Digitisation
Hr suite – making talentS
VISIBLE WORLD-WIDE
Transparency

9. 9
SUCCESS FACTOR NO. 3: Initiative OF THE TALENTS
of talent professionals believe it is their
responsibility to develop further
83 %
42 % Of companies enable their
employees to manage their
development
But only

10. Deployment of Talent and Executive pipeline:
Compared to peers, companies with well structured, strategic talent management programs
experience 26% more revenue per employee and 40% lower turnover
More than 3300 local and global Talents can be found and searched via Global Talent Pool /
HR Suite – fast identification and deployment
Alignment with Exec. Mgt. to ensure our Talents with Executive potential are on succession
slates – cross silo – via Talent Brokerage Days
20% of exec. Vacancies have been filled with non-exec. Talents from the global pool this year
already
Retention of Talent :
Talents take more complex, more challenging tasks/projects/positions
Talents are recognised for contribution
Talents are motivated by inclusion in business critical topics
working with talents
10
’

11. Talent Management Portfolio
Global HR Suite – transparency of more than 3300 Talents
Talent Career Talks as orientation for all Talents
Monthly touch-points with HR Partners for optimal placement and
pipeline building
Direct Sourcing nationally and internationally
Advanced Talent Management Portfolio – including joint LevelUp!
Talent Summit Berlin 2018
11
Entry to Global Talent Pool
Orientation Package
Give & Take
Talekom X-Change
X-Plore
Business Simulation (MARGA)
Career Talks & Career Talks GO
CV Consulting
X-Edge
Mentoring
Bologna@Telekom
Digital Nuggets
Digital Learning (Horizontal Offers)
Start up!
Placement Agenda
Succession Management
Talent Summit

12. A typical talent Journey
1
Aug
2018
Welcome
Calls
Talent
Summit
12& 13
SEP 2018
2
JAN
2019
5
Mid way
check
jun
2019
Closing
Call
64.1 4.2 4.3
4 Deep Dive
Calls
4.4
SEP & OCT
2018
12
Career Talk
Go
aUg 2018
ONWARDS
3

13. 13
TALENT management intranet sites
Here Talents can access the
Talent Management portfolio
offers, especially designed for
them
Employees can find more
information and offers on
mobility
Here Talents can access
promoted vacancies
Talents can access the informal
interaction platform for mutual
sharing of employee activity
offers

14. 14
TALENT management in a nutshell!

15. 15
Strong Alignment between PERFoRMANCE, Succession &
Talent MANAGEMENT

16. 16
TELEKOM Succession mANAGEMENT IN A NUTSHELL!
Why
• Lack of cross-boundary candidates and placements
• Existing pipelines are not really diverse according to gender, culture, background, etc.
• Change of the leadership culture to foster the responsibility of Managers to take ownership about
proper placement and pipelines management
Benefits
• Continuous diverse pipeline with high quality of ready successors
• Accelerate time-to-hire of the right people on key positions
• Possibility to explore white spots in succession pipeline and take actions
Process
• Current job holder as well as his/her Line Manager are together responsible for pipelines
(Target group 2500 Exec.)
• New Guidelines to support the quality of pipelines
• Discussion and confirmation of readiness of proposed candidates
• Confirmation of Succession and placement planning
• Full transparency supported by automated IT Tool

17. tomorrow
The next steps in Talent Management
 Create more transparency with the new
Performance Mgt.
 More inclusive, easier approach
 Local & Global Initiatives
 More digital, gamified
 Allow Self-Nomination
17
Talent Management today and tomorrow
today
Global Talent Management is established
 Groupwide, international approach
 Focus on self-responsibility, visibility and
networking
 Talent Placement is key
Confidential | HR – People Business

18. Thank you
for your
attention!
Questions are welcome!