Underpinning the bank’s HR efforts is a continued commitment to embedding its corporate culture and values in all people-related activities and processes. Acting both as a strategic partner and as a control and governance function for the bank’s human capital risks, HR provides clear frameworks to help managers be accountable for making the right people-related decisions, sets the standards and tone for those decisions and intervenes when the standards and corporate values are not followed and there is a risk to the bank.
A culture of sustainable performance remains essential for Deutsche Bank’s long-term success and good relationship with its stakeholders. Ownership and accountability for driving a culture that reflects appropriate conduct and exceptional integrity lies with the respective business divisions and infrastructure functions, with each consistently applying four central guiding standards of culture: active and visible leadership, empowering and effective management, productive people practices that inspire employees, and responsible and sustainable business practices. These guiding standards, which are aligned with the strategic aspirations of the bank and its core principles of positive conduct and integrity, are endorsed by the Management Board.
Results of the 2016 Deutsche Bank Spotlight People Survey
Deutsche Bank regularly asks employees for their feedback to gain insight into levels of engagement, commitment and enablement across the organization. Especially in times of change, it is important to understand what employees perceive and experience. Accordingly, the 2016 Spotlight People Survey was focused on key topics to sustain the implementation of the bank's strategy.
In May 2016, Deutsche Bank surveyed a representative, random sample of its employees, equivalent to 22.7% of its workforce. Of the survey participants, 76% said they actively engage with Deutsche Bank’s corporate values, and more than 70% are convinced that the values will have a positive impact on reaching the bank’s strategic aspirations. More than 60% now observe changes in behavior. These are significantly positive developments compared to previous years.
The commitment index declined to 58% in 2016 amid the ongoing transformation of the businesses and resulting job cuts, which represented a source of concern and uncertainty among employees. Since the 2016 survey was held in May, for the bank’s business divisions and infrastructure functions.
The survey results also showed that one-third of employees still experience barriers to doing their job well, such as complex processes, slow decision-making or a lack of cooperation. Hence, the focus on removing barriers to effectiveness remains in place, along with the goal to further improve accountability and communication. To this end, all business divisions and infrastructure functions are evaluating their processes and reviewing how to make them more efficient and effective.
In terms of engagement and identification with their work, 86% of employees (vs 87% in 2015) signaled they are ready to go above and beyond what is expected in their role, with the vast majority perceiving their jobs to be challenging and interesting, allowing them to make good use of their abilities. The enablement index stood at 62% in 2016.
During the year, the bank drove various initiatives in key action areas that had been identified as a result of the 2015 survey:
- Accountability: create greater accountability at all levels of the organization, with employees and managers holding each other responsible;
- Removing barriers to effectiveness: further simplify and speed up processes and systems;
- Engaging and communicating with employees: foster a more open and transparent environment and improve the flow of information.