Deutsche Bank

Human Resources
Report 2017

Holistically managing performance

With the introduction of “Total Performance” in 2017, Deutsche Bank has taken a more holistic approach to developing and managing people and their performance with one fully integrated yearly cycle. Total Performance has been rolled out globally covering all countries and all business divisions. The focus is on continuous conversations, manager accountability and trust.

Total Performance has started to show an impact on strengthening the communication and feedback culture of Deutsche Bank. This has been demonstrated by the significant progress in the scores of the Spotlight People Survey 2017, our regular employee survey, compared to 2016. For example, 67% of employees were positive about communication in their working environment being open and honest (2016: 60%), and 68% of employees were positive about getting clear and regular feedback from their manager (2016: 62%). In 2016, a sample of around 20% of employees was invited to participate, while the survey targeted all employees in 2017. 

The new approach brings three major changes to how managers engage with their employees on the topics of performance and development. All employees are required to confirm they understand what is expected of them. Besides role descriptions, expectations consist of the bank’s values and beliefs and its Code of Conduct & Ethics as well as any relevant policies and procedures. Staff with discretionary individual variable compensation, and where there is a regional regulatory requirement, must set three to five role-based priorities (objectives), which applies to 25% of the entire Deutsche Bank workforce. Managers are required to engage in regular conversations with their employees regarding role expectations, their objectives (where relevant), performance, development and career aspirations. Employee evaluation occurs across multiple Total Performance Indicators (TPIs) and is not based on a single rating. The TPIs cover an employee’s experience, business delivery, behavior, capabilities and career development.

In 2017, approximately 80,000 employees across the globe participated in the Total Performance cycle; 93% of them confirmed expectations had been discussed with their managers and 75% agreed with the managers’ assessment of their contribution, capability and future career recommendations based on the TPIs. In addition, objectives were set for 71.3% of employees eligible for individual variable compensation (IVC). An increase in these percentages is planned for 2018.

During the fourth quarter of 2016 and in 2017, a number of introductory training sessions were held for managers to ensure they are fully equipped to drive and take responsibility for their team’s performance in line with the new approach. More than 6,000 managers globally have participated in these sessions, and further offerings are planned for the new cycle starting in January 2018, with employees and managers meeting for conversations to clarify and confirm expectations.