HRM101: Analysis of HRM Issues and Solutions in Deutsche Bank

This report investigates human resource management issues within Deutsche Bank Australia, addressing challenges such as financial problems, overworking employees, and health and safety concerns. The analysis includes observations, questionnaires, and face-to-face interviews to gather data on the bank's culture, gender mix, employee development, recruitment practices, and reward systems. Key issues identified include financial instability leading to underpayment, excessive workloads causing employee stress, and inadequate working conditions impacting employee health. The report concludes with recommendations for improving HRM practices, such as ensuring fair compensation, promoting work-life balance, and providing a safe and healthy work environment to enhance employee satisfaction and organizational performance.

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Human resource management
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Executive summary
The report investigates the contentious issues in the Deutsche Bank of Australia. The
report explains the various issues faced in the human resource management and gives
possible solutions to the challenges. The report talks about the bank’s culture, the number of
employees, mission, gender mix and the owners. Additionally, the report gives an analysis of
the findings discovered in the investigation. The investigation happens through observation
and reading human resource reports generated by the bank officials.
Furthermore, the investigation uses questionnaires and face to face interviews to get
clarification on issues. The employees fill out questionnaires with questions about the
organisation culture, gender mix, number of employees and the duties performed by the
persons. On the other hand, the investigation includes face to face interviews with the
management to get more information about the human resource management at the Deutsche
Bank.
Table of Contents

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Introduction..............................................................................................................................4
Vision statement....................................................................................................................4
Mission statement.................................................................................................................4
Analysis of the information.....................................................................................................5
Employee diversity...............................................................................................................5
Gender mix............................................................................................................................6
Employee development........................................................................................................6
Recruitment and talent acquisition.....................................................................................7
Employee rewarding............................................................................................................7
Issues affecting the human resource management................................................................8
Financial problems...............................................................................................................8
Overworking employees.......................................................................................................9
Health and safety issues.......................................................................................................9
Employment terms.............................................................................................................10
Recommendations..................................................................................................................10
References...............................................................................................................................12
Introduction
The Deutsche Bank is labelled as the newest old bank due to the current rebranding
from Qantas credit union. The bank has operated in Australia for the last 55 years and has

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managed to win a wide market share with competitive interest rates on the loans offered. The
bank faces competition from other international banks that have wide resources to compete in
the market. Deutsche Bank offers services such as credit cards, home loans, personal loans
and savings accounts. The customers love the bank due to the many services offered under
one roof.
Deutsche Bank is a listed company owned by the registered members and run by an
elected board of directors. The board of directors consists of nine persons picked from the
registered members. The bank allows anyone to become a member by buying shares and
should have attained the age of 18 years. Therefore, the bank does not exist to generate
profits but to serve the members and increase the shareholders’ wealth.
Vision statement
The bank has the vision of becoming the leading provider of financial solutions to the
customers. The bank’s vision statement is to become the leading global investment bank with
a strong and profitable private clients’ franchise. The bank aims at fulfilling the vision in the
next ten years by providing satisfactory services to the customers. The services will include
the reduction of interest on loans offered to the customers, opening up more branches and
introducing internet banking.
Mission statement
On the other hand, the bank has the mission of satisfying the customer needs and
increasing the customer wealth. The mission statement is to become the leading provider of
financial solutions for demanding clients and creating exceptional value for our shareholders
and people. Deutsche Bank intends to fulfil the mission by increasing the customers and the
loans borrowed from the bank to earn more interest. Moreover, the bank will also increase the
services offered to the customers to increase the revenues earned from service charges.

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Furthermore, the bank has more than 50 employees who undertake various activities
to satisfy the customers. The composition of employees includes the age of 24-50 years and
has a good balance between the male and female gender. The bank has a non-discrimination
policy that ensures equality when offering employment opportunities.
The research only looks at the human resource management issues facing the bank.
The issues include such as the gender mix, financial problems, worker health and safety
issues, working hours and employment terms. The research methods undertaken include such
as questionnaires and face to face interviews. The researchers administer the questionnaires
to both the employees and the management to get feedback on various issues. The face to
face interviews also allows the researcher to get clarifications on confusing issues.
Moreover, the researcher also analyses the information collected to identify various
issues facing the management of human resources. The analysis focusses on issues such as
financial problems, gender imbalance, excessive overtime, lack of promotion and the
employment terms. The analysis requires the development of solutions to the challenges
facing the human resources management.
Analysis of the information
Employee diversity
Deutsche Bank has a great commitment to developing an inclusive culture in
operations by embracing and respecting the employees, members and customers diversity
(Love, 2011). The bank intends to attract and retain highly trained and experienced
employees to ensure success in the market. The employee composition includes persons from
different regions, races, genders, sexual orientation beliefs, backgrounds and experiences.
The bank’s management should foster an inclusive culture without making any members feel
discriminated or lesser compared to the rest. The diversity has enabled all the employees to

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contribute the best effort in ensuring the success of operations and customer services (Marler,
2012).
Gender mix
Deutsche Bank has a commitment to fulfil the requirements of the voluntary
declaration that requires the raising of the proportion of women in managerial positions. The
declaration requires the bank to support the women through training and empowerment. The
women get the right support to apply for managerial positions and deliver the best
(Greenwood, 2013). Over the years, the bank has not had many women employees when
compared to men. Therefore, the bank decided to recruit more women to allow equality in the
human resource. However, the bank also maintains an equal number of men to avoid giving
more attention and priority to one gender. Both the male and female genders get equal
attention in terms of payment and duties assigned (Haruna, 2013).
Employee development
Deutsche bank relies on the employees to succeed in the market and improve the
financial performance. The bank seeks to build the abilities of the employees through
professional and personal development. The development focusses in developing future
leaders, fostering a supportive environment and talent discovery and development (Spector,
2012).
Deutsche bank has managed to employ a holistic approach to the development of
leaders. The bank continuously instils the employees with a strong corporate culture,
leadership capabilities and a mindset of continuous learning. The bank expects the employees
to feel responsible and to take control in achieving the set objectives (Jackson, 2016). The
bank has reduced complexity in the various managerial functions to ensure that the
employees completely understand the requirements. The employees also have room for

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decision making to increase the confidence levels when solving solutions in the daily
operations.
The bank also fosters an environment of sustainability in the performance of the
employees by adopting an integrated approach in management (Arnaud, 2014). The approach
aims at increasing the performance exchanges between the employees and the managers to
achieve the set goals. The conversations include talent reviews to enable the management to
identify the personnel with the right knowledge and skills. The identification of skills allows
the bank to have a healthy employee composition made of experts with the ability to perform
various activities effectively (Martín-Alcazar, 2012).
Recruitment and talent acquisition
The bank has adopted a balanced approach in the acquisition of a new workforce. The
bank first recognises the talents available in the existing workforce before sourcing new
employees. The bank gives promotional positions to the employees working in the
organisation, which motivates the workers to gain more experience and training (De Gama,
2012). The bank creates more visibility to the information about the opportunities available at
the bank with the necessary requirements. The employees respond by getting the right skills
and experience to fill the positions once declared vacant.
Furthermore, the bank employs a more focused approach that keeps on identifying the
available redeployment opportunities. The approach enables the success of the internal career
mobility within the bank. The bank also engages in the cross-divisional moves within
different departments to allow the employees to gain experience in various divisions (Martin-
Alcazar, 2012). The cross-divisional moves increase the experience and knowledge of the
employees. The employees also gain confidence to tackle different challenges both on a
personal and organisational level.

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Employee rewarding
Deutsche bank focusses on adequate employee compensation to achieve the strategic
objectives. The bank also compensates appropriately to maintain and attract experienced
employees. The bank has adopted the pay for performance system since the employees work
under contract (Kimura, 2013). The employees’ sign contracts that last for a maximum of
three years. The employees get payments that match the terms of the contract.
Additionally, the employees also get compensated based on the bank’s performance,
individual behaviour and performance and divisional performance. The management analyses
the employees during the operations and gives a feedback to the paymaster to identify the
amounts of allowance for each employee. The managers base the compensation reports on
both qualitative and quantitative factors within the operations (Marathe, 2013).
The bank rewards the employees with a wide range of benefits to support the personal
and professional developments. The developments aim at the physical, mental and financial
enrichment of the employees. The benefits include allowances for activities such as
entertainment, further studies and health insurances. The allowances aim at ensuring a
healthy work-life balance for the employees. The rewards also enable the bank to retain the
employees for long and performing at the required standards to achieve the objectives
(Guerci, 2014).
Furthermore, the bank rewards the employees with shares based on the years of
experience and the level of employment (Kaiser, 2015). The employees acquire the shares for
free and at discounted prices. The acquisition of the shares makes the employees shareholders
and members of the bank. The awarding of shares occurs at the end of every financial year
and gives the employees an equal opportunity to acquire the shares. The action gives the
employees the power to participate in the decision making processes at the bank. The shares
also earn dividends for the employees, which increases the income (Bowman, 2015).

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Issues affecting the human resource management
Financial problems
The bank faces various challenges in the human resource management that cause
employee dissatisfaction. One of the issues includes financial problems that cause
underpayment and late payment of salaries and allowances (Alewell, 2012). The employees
feel dissatisfied since the amounts paid do not match the industrial recommended rates. The
employees respond by seeking jobs in other places and failing to give the best output at work.
The employees lack the motivation to work hard to achieve the set objectives. The late
payments also result in the employees turning to money lending institutions to cater for the
monthly bills. The loans cause stress to the employees, which reflects in the low output at
work (Florkowski, 2016).
Overworking employees
Deutsche bank employees face the challenge of overworking to achieve the set
standards. The bank has not employed the right number of employees to fulfil all the
activities. Therefore, the employees have a great workload to fulfil the duties without
personnel assigned (Martín-Alcazar, 2012). The employees end up taking more
responsibilities than required leading to fatigue and stress at work.
Moreover, the pay does not reflect the additional responsibilities undertaken by the
employees, which causes frustration at work. The employees end up staying at work for
longer periods than agreed in the employment contracts. The employees end up having very
little time for personal development (Oeij, 2014).
Health and safety issues
Deutsche Bank has failed to avail proper working conditions for the employees. The
workers operate under conditions that could cause physical harm to the employees. For
example, the banking hall lacks proper ventilation and air conditioning equipment. The

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employees end up suffering from respiratory infections, which deteriorate the general
wellbeing of the personnel (Carvalho, 2014).
Additionally, the bank does not pay health insurance for the employees. The
employees have to make individual arrangements with health insurance and pay from the
salaries. The employees end up paying for low standard health insurance policies, which
results in accessing poor quality health services. The employees feel dissatisfied since the
bank does not aid in paying for health services. The bank fails in matching the health and
safety requirements of the Australian banking sector, which requires the provision of proper
conditions and availing of health insurances (Carvalho, 2014).
Employment terms
The bank has employed the workers on contract terms leading to various challenges
such as high worker turnover (Mesch, 2010). The employees have the ability to terminate the
contracts at will or fail to renew at the end of the contract. The freedom to terminate
employment has caused the bank to keep employing new workers after a short period. The
new recruitments cause increased expenses to the bank due to the need for training. On the
other hand, the terminations cause the bank to lack continuity since the employees leave at
any time. Therefore, the bank lacks properly experienced and skilled employees to perform
various tasks and take up managerial positions. The issues have caused challenges in the
improvement of the bank (Mesch, 2010).
Recommendations
Deutsche bank should consider various solutions to solve the challenges facing the
management of human resources. One of the solutions includes such as the involvement of
the employees in collective bargain agreements to come up with the best salaries (Gond,
2011). The agreements will allow the employees to ask for payments that match the levels of
experience and duties performed. On the other hand, the bank will have a clear amount of the

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rates that the employees should receive. The bank will eliminate the challenge of underpaying
the employees.
Furthermore, the bank should employ more workers to undertake various duties at the
bank. The employment will allow the Deutsche to have enough workforce to perform various
tasks. The bank will not suffer from shortages of employees, which will enable the employees
to undertake a considerable amount of work without strain. That way, the bank will solve the
issue of overworking the employees (Gond, 2011).
The bank should also pay insurance covers for the employees to enable getting high-
quality medical attention. The health insurance covers will allow the employees to get
treatment and checkups, which will lead to stress minimization and maximization of output at
work (Morais, 2013). The bank should also ensure that the buildings and working areas have
the right air conditioning, lighting and ventilation.
The bank should also employ the workers on a permanent basis to reduce the workers
leaving after contract termination. The permanent employment terms should motivate the
employees to continue working in the long term. The favorable terms will allow the bank to
maintain a pool of experienced and motivated employees (Morais, 2013).
Conclusion
Deutsche bank should ensure proper management of the human resources to enable
fulfilment of the objectives. The human resources should stay happy, motivated and free from
stress to allow maximum output at work. The employees represent the bank to the customers,
which calls for proper management to enable the maintenance of a positive image.
The bank should follow the banking industry regulations when managing the human
resources. The banking industry regulations enable Deutsche to offer employees the same
privileges as the industry. Therefore, the bank reduces the contract terminations and legal

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suits filed by unsatisfied employees. Consequently, the bank will maintain an experienced
workforce with the ability to develop new ideas to make the bank a world leader.
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