An employee survey was conducted in most divisions again in 2007. Responding to questions concerning customer orientation, commitment and active leadership, the workforce pointed to existing strengths and potential for improvements. The results are to form part of our continuous improvement process. The next Group-wide employee survey is scheduled to take place in 2008.
Employees improve workflows
In the reporting period, Deutsche Post employees submitted 202,000 suggestions for making workflows more efficient, reducing repair and energy costs, and improving environmental protection. The benefit to the company totalled €257 million. According to a study of idea management produced by the magazine Wirtschaftswoche, we remain the leading non-manufacturing company in this area.
In recent years, career portals on the internet have become one of the foremost recruiting instruments. Our is well structured, clearly laid out and varied. In the Top Employer Web Benchmark 2007 ranking published by Potentialpark Communication, the Swedish market research institute, it once again reached the number one spot in both Germany and Europe. Each year, we advertise more than 19,000 jobs online and our database already encompasses over half a million candidates.
Forward-looking personnel planning
In the interests of sustainable human resources planning, we monitor demographic developments. It was in this context that we devised a simulation model in co-operation with the Forschungsinstitut zur Zukunft der Arbeit (Institute for the Study of Labour) which is currently being tested in a number of different countries. Using the so-called demographic risk monitor, potential risks can be identified at an early stage and pointers to possible courses of action gained. Following analysis of the test results, this control instrument will be made available to the divisions to help them in their planning.
Following the introduction four years ago of our uniform Group-wide performance management system, motiv8, we have now created the post of internal talent broker, whose job is to use the results of the annual evaluation process to fill even more management vacancies from within our own ranks.
Developing leadership skills
Four events took place under the auspices of the International Business Leadership Programme in 2007. Some 100 managers from twenty countries took the opportunity to meet and talk to the Group’s Board members and executives, as well as representatives of other companies. The participants honed their leadership skills through active learning orientated towards the requirements of the everyday working environment. The outcomes of case studies have helped to shape corporate strategy, amongst other things through ideas on improving co-operation between divisions.
In 2007, we introduced a procedure throughout the Group for generating personal performance feedback not only from supervisors but also anonymously from peers and subordinates. Entitled “360-degree feedback” and intended to promote both personal development and self-reflection, this option is available to all managers. In the same context, we also offer team development courses and individual coaching sessions.