Focus on people
July 28, 2010
Dr. Matthias Schuster, Director of Human Resources at T-Systems, talks about the human side of ICT outsourcing projects.
Mr. Schuster, since 2008 some 5,000 employees have switched sides – from the customer to T-Systems – within the scope of outsourcing projects. Why is this more than just a technicality?
We consider new employees to be very valuable because they bring with them a lot of expertise. After all, they are switching from the customer to us and are very familiar with their previous employer’s processes. This greatly simplifies cooperation, especially during the transition phase. Often we gain highly qualified specialists who we can also assign to other projects later on. For us, take-over of employees constitutes a type of recruiting. In addition, we notice that the majority of transferring employees is highly motivated. They recognize that they will have entirely new development and career opportunities working for an ICT specialist.
We consider new employees to be very valuable because they bring with them a lot of expertise. After all, they are switching from the customer to us and are very familiar with their previous employer’s processes. This greatly simplifies cooperation, especially during the transition phase. Often we gain highly qualified specialists who we can also assign to other projects later on. For us, take-over of employees constitutes a type of recruiting. In addition, we notice that the majority of transferring employees is highly motivated. They recognize that they will have entirely new development and career opportunities working for an ICT specialist.
How many employees have switched to T-Systems in the past five years?
We were able to win over several major customers in 2008 and 2009, so we gained about 5,000 employees. Such a magnitude was a new experience for us. We learned a lot and further refined our method for integrating new employees. Feedback from our customers and especially our new colleagues has been almost entirely positive.
We were able to win over several major customers in 2008 and 2009, so we gained about 5,000 employees. Such a magnitude was a new experience for us. We learned a lot and further refined our method for integrating new employees. Feedback from our customers and especially our new colleagues has been almost entirely positive.
Does this also translate into numbers?
We can say that to date only a few transferees have wanted to return to the customer. Satisfaction is consistently high, although the situation means a turning point which many initially view with a lot of skepticism. Only 3% of the new employees have left us within the first two years; this figure stands at only around 5% for five years. I believe this to be an excellent rate if you consider that we gain many qualified colleagues who are in high demand on the free market.
We can say that to date only a few transferees have wanted to return to the customer. Satisfaction is consistently high, although the situation means a turning point which many initially view with a lot of skepticism. Only 3% of the new employees have left us within the first two years; this figure stands at only around 5% for five years. I believe this to be an excellent rate if you consider that we gain many qualified colleagues who are in high demand on the free market.
How do these figures fare compared to T-Systems as a whole?
We generally have a low employee turnover rate, so in this respect the figures barely differ. For example, in 2009 we only had a turnover of about 4% in total. Or take the average duration of employment, which is almost 17 years at T-Systems. This too is an indication that employees are happy here.
We generally have a low employee turnover rate, so in this respect the figures barely differ. For example, in 2009 we only had a turnover of about 4% in total. Or take the average duration of employment, which is almost 17 years at T-Systems. This too is an indication that employees are happy here.
How do you handle things in HR when all of a sudden hundreds of new employees start working here?
We have created special project teams that continuously support the take-over process, applying all of their competence and experience. They are involved in projects as early as the bidding process. These teams are highly dedicated and passionate about their job – and they have the highest respect for their future colleagues and their duties. People who are faced with an employment change that is not of their choosing are skeptical or may even be afraid. It is therefore necessary to first build trust. We also support this by making sure a project team is available on site, i.e. at the future customer.
We have created special project teams that continuously support the take-over process, applying all of their competence and experience. They are involved in projects as early as the bidding process. These teams are highly dedicated and passionate about their job – and they have the highest respect for their future colleagues and their duties. People who are faced with an employment change that is not of their choosing are skeptical or may even be afraid. It is therefore necessary to first build trust. We also support this by making sure a project team is available on site, i.e. at the future customer.
