• What we did to manage our workforce effectively

The HR function provides the business with tools, frameworks and analyses that enable us to effectively manage our workforce. Effective workforce management plays a vital role in achieving transformational goals and includes supporting managers in performing their daily tasks, from recruitment to development and providing insights to senior management, which will in turn support strategy and planning activity and enable better informed decisions.

An important part of achieving this objective is continuous investment in technology and modern infrastructure. In 2020, HR implemented a state-of-the-art software for workforce analysis and planning – a strategic innovation to support the Bank’s innovation and digital agenda. The software provides managers with people analytics and a workforce planning solution, based on pre-built, best practice questions about the workforce.

The implementation was launched in July 2020, integrated with Workforce Analytics, to allow the Bank to estimate the numbers and costs of employees needed for the future compared to the current labor supply, and monitor the numbers in real time. This allows HR to predict various scenarios, present different options to executives and choose a path for achieving certain goals.

In order to support Deutsche Bank´s global initiatives, regulatory needs as well as strategy and planning, our overarching objective going forward is more evidence-based management of our people and workforce agenda. We are already delivering solid reporting, metrics and Key Performance Indicators (KPIs) and moving toward forward looking modelling and predictive analytics – see the staircase model below.

Our journey from reporting to modelling in Workforce Management & People Analytics

In order to support Deutsche Bank’s global initiatives, regulatory needs as well as strategy and planning, our overarching objective going forward is a more evidence based management of our people and workforce agenda.

Graph displaying journey from reporting to modelling

In 2020, we measured progress against Deutsche Bank's people and workforce agenda by mapping KPIs against the identified strategic goals. This progress is reported and reviewed by the Management Board and other senior management committees.

KPIs – People and workforce priorities in 2019 and beyond

Restructuring support Our transformation strategy requires sizeable workforce reductions as part of our cost control and FTE planning. Deutsche Bank continued to improve efficiency and infrastructure, including further reduction of positions by the end of 2022.
Internal mobility1 Measuring the level to which we foster the movement of employees to new roles across the Bank (both within and across divisions). This enriches employee career paths, transfers key skills and experience across the Bank, as well as identifies opportunities for redeployment in areas that have seen business change. In 2020 Deutsche Bank continued to implement its internal mobility strategy and live up to its commitment to filling one-third of all vacant positions with suitable candidates from within the organization.
Diversity & inclusion In March 2019, the Management Board decided to restate the voluntary group-wide aspirational goals for the representation of women. The goals set for December 2021 focus on the top three corporate titles individually (in % of headcount). By 2021
Representation of women:
Managing Director (21%)
Director (28%)
Vice President (35%)
Feedback culture2 The Feedback Culture Survey was introduced in 2019 based on Deutsche Bank People Survey evidence showing the significant impact of regular and helpful conversations between managers and employees on commitment and enablement. The survey serves to assess the quality and frequency of top-down and bottom-up feedback and appreciation and aims to reinforce the right behavior and identify areas for further support. By 2020: 68%

1 The goals set for the diversity & inclusion and internal mobility KPIs take into account the volumes achieved over the past three years and are set against a stretch aspiration, taking into account the business and workforce context throughout 2020 (and beyond for diversity & inclusion).
2 The feedback culture goal threshold is aligned with the thresholds applied in the Deutsche Bank People Survey.