North America

Your search

You are here:

About T-Systems

Employee Integration

Management

Tolerance, trust, respect

58 percent of all projects cost more time and money than originally planned, particularly in the transition phase.

People at the center

One of the most important aspects is staff transfer: "If the employee’s perspective is neglected, the chances of failure are very high." This was the conclusion drawn by corporate consultants Towers Watson in April this year as part of a study examining "HR as a critical success factor" in mergers & acquisitions and outsourcing projects.

“Nonetheless, successfully transferring employees to a new company is not simply a routine matter, rather it is primarily an issue of respect,” explained Dr. Matthias Schuster, Chief Human Resources Officer and Labor Director at T-Systems: “We want them to settle in well at our company.”

For this reason, T-Systems works together with future employees at an early stage on fast integration, identifying as quickly as possible reliable prospects and development opportunities for the time after their transfer to us. “We meet them where they are in their uncertainty and make clear to them why we are interested in gaining the loyalty of new IT colleagues from a whole range of industry backgrounds,” said Schuster.

Low attrition

T-Systems has developed a transition methodology for the transition phase which allows it to win the new employees over at an early stage and integrate them into its organization more quickly. A special transition team introduces measures to ensure that the new colleagues are fully integrated on their first day at work wherever possible. These measures include workshops, mentoring programs and portfolio training.
It is also crucial to give the new employees prospects for the future. An international employee development concept, dedicated training centers and a broad CAMPUS program specially developed by T-Systems for staff transfers during outsourcing projects help to do this. The low rate of attrition after the transition phase shows that the transition programs are effective.

Employees

Welcome!

For IT specialists, the move to T-Systems via outsourcing brings a whole host of specific benefits.

"I didn’t expect it to be like this," said Edgar Craubner, who joined T-Systems from MAN last year. "We were taken onboard as employees from the moment the company had signed the contract." The former MAN employee is one of over 4,300 new T-Systems colleagues in 16 different countries who have changed jobs as part of outsourcing projects since 2007. Approximately 97 percent of these IT specialists have remained loyal to T-Systems to this day.

These new employees are fully satisfied with their new employer – the best evidence that T-Systems’ intensive efforts to integrate new employees into the transfer process from the outset are paying off. The key instruments in this process are Information and dialog. Employees’ personal interests and questions are taken seriously and discussed in in-depth meetings and individual appointments. T-Systems’ HR experts describe each transfer step and each contractual detail in full. Jo Brobbel, who moved from Shell to T-Systems in the Netherlands: "There was a plan for everything. Whether salaries, bonuses, training services, operating sites or career development opportunities."

High level of acceptance and motivation.

A special transition team is responsible for these aspects. It focuses on workshops, mentoring programs and portfolio training. In addition, an international employee development concept, dedicated training centers and a broad CAMPUS program are used. The structural conditions are also exceptional: As an ICT provider with locations all around the world, T-Systems offers a whole range of opportunities for further professional development: "The wealth of measures on offer has led to an equally high level of acceptance and motivation among employees," stressed Norman Herz, Head of Human Resources at MAN IT Services.