Tolerance, trust, respect
58 percent of all projects cost more time and money than originally planned, particularly in the transition phase.
People at the centre
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 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.
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.