Deutsche Bank

Human Resources
Report 2015

Developing employees and creating future leaders

Deutsche Bank’s business performance relies, first and foremost, on its employees. The Bank seeks to build the capabilities of managers and staff to help them develop both professionally and personally and to position the organization for future success. Talent and development activities are aligned to three priorities: building leadership capabilities and developing future leaders; fostering an environment that supports sustainable performance; and promoting continual professional and personal development for all employees.

Building leadership capabilities

Deutsche Bank takes a holistic approach to leadership development, which encompasses the following elements: a strong focus on corporate culture in the form of its values and beliefs, individual leadership capabilities, personal factors, a growth mindset and schema-based learning. The Bank is continuously evolving its offering for managers at all levels of the organization.

In 2015, the HR function made strides in further driving leadership assessment and succession management, helping to deliver the reorganization of Deutsche Bank's executive committees as well as senior management changes in the second half of the year, reducing complexity in the management structure. The Bank also harmonized and streamlined its leadership organization in Germany across all businesses, establishing seven business regions and a management team for each. This is designed to improve client centricity and accountability in the regions.

The top 150 leaders in the Bank have a dedicated leadership program featuring a bespoke development agenda, explicitly connected to the delivery of Strategy 2020. The Bank is building on the successful roll-out of its leadership diagnostic work, which identified strengths and development areas for our most senior leaders. The next step will include additional customized development opportunities such as team effectiveness, coaching skills for senior leaders, ongoing executive coaching, and leadership capability diagnostics using the Deutsche Bank leadership model.

new managers attended the core version
of the “Management Fundamentals”
program in 2015

new managers attended the core version
of the “Management Fundamentals” program in 2015

To help all managers settle into and grow within their roles, Deutsche Bank offers two new “Management Fundamentals” programs, with a core version addressing new managers up to Vice President level who are taking on people-management responsibilities at the Bank for the first time, and an executive version for Directors and Managing Directors. In 2015, around 750 staff attended the core version, with 1,500 in more than 15 locations expected to participate in 2016. The program is built around three key areas: leading people, driving business and shaping culture.

There are also a number of “Acceleration Programs“ for individuals who have the potential to be future leaders, preparing them for the next stage of their development and ensuring they gather the right skills and experience to accelerate their careers. In 2015, HR ran a program for high-potential Directors, Vice Presidents and Assistant Vice Presidents across the Bank’s infrastructure functions for the second time. Three percent of the respective population attended the programs, and both the attrition rate (3%) and the promotion rate (26%) among participating Directors compared favorably to the overall infrastructure Directors (6% and 2%, respectively).

Furthermore, HR expects to continue expanding its work to build strong leadership capabilities across the organization with the launch in 2016 of a new “Leadership Development Program” targeted at managers of managers.

Fostering an environment that supports sustainable performance

Deutsche Bank is transitioning all performance management and development processes into one fully integrated approach, which aims to increase performance conversations between managers and employees, and will be launched with the objective-setting process in 2017. In a first step towards implementation, talent reviews have been improved to help managers identify employees’ strengths and areas for development. Continuous learning and development are seen as vital to ensuring employees have the skills, knowledge and abilities for their current roles and are prepared for new challenges.

Acknowledging a person’s individual performance and development as well as their personal contribution to overall organizational success is key. The performance management process comprises objective-setting early in the year, a mid-year review and a year-end review, with employees’ self-assessment playing a critical role. In 2015, 91.2% of employees in scope set their objectives, with 97.7% of year-end performance reviews completed.