Reflecting Deutsche Bank’s cultural transformation, strategic objectives and changing demands from the employment market, it is continuously developing its employer brand. This includes positioning the organization as an IT employer. In view of ongoing digitalization in the banking industry, the demand for IT skills and digital capabilities is ever increasing. Furthermore, the ever-greater significance of issues such as regulation and governance has required an increase in corresponding skills. In 2015, a number of new targeted campaigns helped the Bank to attract and recruit this new profile of skill requirements in a highly competitive job market.
Additionally, Deutsche Bank continued to expand its presence and engagement on social media platforms to ensure it is accessing the relevant target groups through the channels they use to explore career and employment opportunities. Over the past two years, the Bank reached an estimated audience of 22 million potential candidates and current employees through social media. As of year-end 2015, it had 627,000 followers and fans across LinkedIn, Facebook and Twitter. A recent addition to the offering is a profile on Glassdoor, a review-based online channel that further helps candidates to understand the business and the recruitment process.
In 2015, HR strengthened its governance, ensuring that consistent, structured, merit-based hiring practices for all target groups are in place globally. This has included the further development and tightening of global policies on hiring and workforce referrals – in line with enhanced industry standards as well as risk management and regulatory requirements. The hiring policy covers all areas from position approval and interviews to onboarding and integration processes. The referrals policy is to ensure integrity and transparency for this important sourcing channel.
There has also been a greater focus on cost management and control related to recruitment, with the aim of increasing the efficiency and quality of HR processes both internally and externally. The relevant analysis was carried out in 2015, with implementation to follow in 2016.