DEUTSCHE BANK

Linking the Measurement of 'Soft' HR Attributes To Its Global Recruitment and Retention Strategy

Linking the Measurement of 'Soft' HR Attributes To Its Global Recruitment and Retention Strategy

Introduction

Deutsche Bank is an investment bank offering global financial services worldwide. It is the largest financial institution, and one of the largest investment banks of the world. It is listed on the Frankfurt Stock Exchange and the New York Stock Exchange. Its headquarters are in Frankfurt, where Deutsche Bank Twin Towers are located. Deutsche Bank has a thousand of employees worldwide. It is specialized in the field of asset management. The multinational branches include 68,000 employees in twenty-two countries. The various administrative departments (financial, legal, resource Human etc.) perform the same activity for all of these companies.

Description

The department of Human Resources is subject to management of Human resources in all of the branches worldwide. It has under its responsibility the areas of activity such as management of human resource, consulting and training, operations related to wages, social insurance and other benefits, recruitment and selection, and motivation and retention. Following are the questions given related to the human resource department functions in the success of the bank.

How is measuring commitment at Deutsche Bank linked to both its main strategic goals and its recruitment and retention strategies?

Deutsche Bank has now placed emphasis on leveraging and measuring commitment of employee to the organisation as part of its international recruitment and retention strategy. Following a rapid period of growth, in 2000, Deutsche Bank took stock of its operations. The previous ten years had seen the Bank engage in a rapid period of growth, largely achieved by acquisitions like Morgan Grenfell in the UK and The Bankers Trust in the US that shifted it from being Germany's leading bank to a global financial services player (Michael & Silke 2001, 110). In seeking to integrate its own strategy with that of the Bank overall, in a volatile international marketplace, the HR department concluded that it had the following strategic capabilities to support:

The nature of the banking business is to manage the risks involved in all of the transactions, whether they are credit risks, liquidity risks, operational risks or market risks. Therefore, the deutsche bank has also decided to put risk management at the too of its priorities. For a particular period, the bank developed the management of risk as a core function for maximising the shareholders returns for dealing ...