Deutsche Bank

Human Resources
Report 2016

Strategic HR priorities in building a better bank

Deutsche Bank’s people agenda plays a significant part in executing the bank’s strategy and is aligned to three overarching goals:

  • transforming the bank in terms of its business, infrastructure and operations;
  • resolving issues and shortcomings of the past;
  • making the organization fit for the future.

A crucial aspect of Deutsche Bank’s business transformation includes the restructuring of all of its business divisions and infrastructure functions. In 2016, the focus was on successfully planning and implementing the significant people aspects of this restructuring in close collaboration with the respective divisions and functions, social partners and other stakeholders. The HR function has played – and will continue to play – a crucial role in managing this change in a socially responsible manner, as described in the chapter “Restructuring as part of the bank's strategy”.

Approaching workforce planning for the bank strategically and over a longer-term horizon has also led to the development and introduction of specific workforce management tools. These will enable the bank to predict its future workforce needs better as well as develop, retain, move and hire employees in line with future business demand. Read more about this in the chapter “Workforce management solutions”.

Amid Deutsche Bank’s ongoing restructuring and transformation, the bank has maintained a carefully balanced approach to talent acquisition. While it seeks to fill job openings internally whenever possible to facilitate redeployment and support employees’ career development, the bank is also committed to bringing in the necessary skills via external lateral hires and junior talent to position itself for long-term success. Refer to the chapters “Strengthening internal career mobility” and “Attracting talent”, respectively.

In line with its goal to strengthen management and leadership capabilities in times of significant change, Deutsche Bank is providing training, coaching and cross-divisional exposure to a broad range of managers. Throughout the year, all training and development activities were recalibrated and, specifically, a new set of leadership development programs was launched. This also includes a stronger focus on enabling managers to deliver a more active and more rounded approach to performance management to ensure they are well-equipped to lead the bank to future success. Detailed information is available in the chapters “Developing employees and fostering leadership” and “Comprehensively managing performance”, respectively.

For a closer and more direct link between performance and pay in line with the bank’s corporate culture and values, and to promote sustainable performance at all levels of the organization, a new compensation framework was introduced in 2016. Refer to the chapter “Rewarding employees sustainably and transparently” for more information. Deutsche Bank also continues to offer a wide and comprehensive set of benefits to its employees, which are detailed in the chapter “Global benefits for employees”.

During 2016, the bank continued to drive fair practice to increase diversity and inclusion across its entire workforce. In gender diversity, in particular, Deutsche Bank made good progress in 2016 towards its published goals. Beyond gender, working across cultures, LGBTI equality and age diversity are some of the cornerstones of the bank’s strategic diversity and inclusion agenda.