Study case for the telecommunications industry in Romania for a talent management program across all leadership levels - population of 400 people.

1. Industry:Telecommunication
Timeline: 2009-2010
Number of participants: 400
Summary:
Design & implementation of an annual development program to
train and coach all leadership levels population across the
company on the HR responsibilities they have as people
managers (from team leaders to business units directors),
namely: hiring, evaluating, coaching, developing, communicating
and rewarding.
V O D A F O N E
Industry:Telecommunication
“ROLE OF THE MANAGER” Development Program

2. Approach
We used the in-house resourcing knowledge and expe-
rience to design and create the content of the pro-
gram. We delivered the sessions during 2 days training
programs, including mixed population (business units
and seniority) to enhance know-how transfer and en-
courage personal branding opportunities.
We insured a tight organization of administration, logis-
tics and communication process to allow:
• High quality of service to all management partici-
pants
• High speed of live feedback delivery
• A relatively small number of participants per session
(10-15)
• A high frequency (2 days training session/every 2
weeks)
• A highly individualized approach but still allowing
fast processing of total population
• Communication during the Role of the Manager pro-
gram was handled from a change management per-
spective.
• HR team’s senior consultants guaranteed a high
level of service in terms of delivery and feedback
process
2
Mission
• To translate the Vodafone Way values & competen-
cies into specific development program, training spe-
cific competencies for 400 individuals, all leaders
across the company at different levels and across all
business units. Approach 6 different levels of impact
in the organization, representing the HR roles (The
Navigator, The Coach, The Resourcer, The Engager,
The Developer andThe Rewarder).
• To design a program per leadership level based on
the combined Resourcing team competencies and a
Training services partner aimed at developing the gap
between the current level of HR competencies and
the required competency level competencies and at
identifying further development initiatives.
• To set up pilots per level to test the design, gather
feedback and suggestions for improvement.
• To design administrative, logistics and communication
process handled by internal resourcing team
• To design follow-up activities from coaching to tai-
lored leadership programs.
• To train the training delivery team
• To train the management population on how to han-
dle HR responsibilities that come with the leadership
role
Target group
• business units directors in Romania (approx. 40)
• senior and middle management population in Romania (approx. 360)

3. Result
• Roll-out of the Resourcer as the pilot for the entire program with a group of 60 participants addressing first the
Technology Business Unit in the first 2 months (mar-apr 2010)
• Certification process at the end of the training program with follow-up coaching sessions
• Implementation of the other 5 roles - The Navigator,The Coach,The Engager,The Developer and The Rewarder
starting June 2010)
• High degree of acceptance of the process, from the top downward
• Expanding initiatives translating the format to all the other business units
• Additional consultancy services at the level of coaching, training of HR, coaching of managers in use of
competency-based HR instruments
3
Popular tags in the program
#performance, #talent development, #across leadership levels, #training, #resourcing,
#coaching, #rewards, #business focused, #results driven, #pilot first

4. C O N TA C T
Aura SEREA
managing partner
004 0740 01 75 15
hrconsultant@auraserea.ro
http://auraserea.com