Luboslava Fabryova - HR strategia 2015
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This document outlines the 2015 HR strategy journey at Vodafone Egypt. It involved a two-day workshop with the HR management team to develop the 2015 HR strategy. The strategy focused on building a high-performing organization, an admired workplace, developing future leaders, embedding company values, and transitioning HR processes. The strategy was then aligned through goal-setting and performance management. Workshops were held across HR departments to align departmental goals. An execution model was developed using champions and pillar leads to monitor progress. Communication of the strategy involved various channels to engage employees. Lessons learned included translating global strategies locally, involvement bringing ownership, and balancing planning details with agility.
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Luboslava Fabryova - HR strategia 2015
- 1. C2 | 01 July 20141 2015 HR Strategy Journey
- 2. C2 | 01 July 20142 2015 HR Strategy Journey June 12, 2014 Presented by Luba Fabryova Consistent & holistic approach to drive change inside HR organization. Case study from the experience in Vodafone Egypt Let us do it differently, This time ….
- 3. C2 | 01 July 20143 Short introduction • Population of Egypt is 80 million (2012, World Bank), GDP 2.3% , unemployment rate 13.4% in 2013, Economist • Vodafone Egypt is part of the Vodafone Group with significant presence in Europe, the Middle East, Africa and Asia Pacific • VF Egypt is leading mobile operator in Egypt, serving 36 million customers • VF Egypt was awarded for several years as the Best employer in the country, with 6.500 employees • VF Egypt launched off - shore operations dedicated to outsource business processes & IT services for VF group and beyond. Over 2200 employees serving customers in 80 countries Data source : vodafone.com.eg
- 4. C2 | 01 July 20144 Content Part 1 – 2015 HR Strategy building Part 2 – 2015 HR Strategy alignment Part 3 – 2015 HR Strategy execution
- 5. C2 | 01 July 20145 Why we started to discuss HR Strategy ? New Company strategy Announced HR wants to be actively involved in the company strategy process building. HR is initiating to build 2015 HR Strategy. Let usdoit differently this time !
- 6. C2 | 01 July 20146 1st Workshop with the HR management team 1st time facilitated workshop experience HR management team strategic workshop took place. 2 days of hard work, pre-work and after work …. 2015 HR strategy was born !
- 7. C2 | 01 July 20147 Trends in business environment Business Strategy Cultural Capabilities HR practices, policies, and processesSource: The HR Value Proposition – Dave Ulrich WORKSHOP Framework 1 Approach : culture-capability-based HR strategy
- 8. C2 | 01 July 20148 Workshop Framework 2 Approach Reflection on the current HR Roles & HR organization Strategy & planning Services Admin &transactions TODAY roles Reactive approach TOMORROW roles Proactive approach CUSTOMER Experience Efficient, quality Transactions & admin Efficient, quality Services Strategic Partnering & Consulting
- 9. C2 | 01 July 20149 1.Boost a high performing organization • Drive a lean, effective & efficient organization • Develop/grow strategic capability for the future • Enhance performance management process and capability • Design a differentiating rewards model based on achieved results • Manage poor performers assertively (up or out) 2.Build an admired & inclusive work place •Strengthen our position as employer of choice •Boost a ‘development culture’ to maximize career opportunities •Drive initiatives to create a diverse & inclusive organization •Maintain an efficient property and facilities operation management enabling a flexible working environment •Embed safety and well being as ‘the way we do business’. 4.Embed The Vodafone way • Enable collaboration between people, teams and departments • Shape a culture of efficiency & best customer experience 3.Develop leaders of ‘The Future • Re-define the role of a people manager • Develop a leadership competency model • Assess & develop the current pool of managers and leaders • Build/acquire talent pipeline securing future succession 5. HR transition* • HR model • Processes • Systems • Services • HR capabilities *Note : Work in progress 1st Workshop outcome 2015 HR Strategy – Driving high performance teams
- 10. C2 | 01 July 201410 Content Part 1 – 2015 HR Strategy building Part 2 – 2015 HR Strategy alignment Part 3 – 2015 HR Strategy execution
- 11. C2 | 01 July 201411 HR Strategy alignment through Performance management cycle HR strategy Individual Goals Performance Dialogue
- 12. C2 | 01 July 201412 Linking HR Strategy to everyone and building ownership HR strategy Departmental objectives Individual Goals Performance Dialogue
- 13. C2 | 01 July 201413 Meeting internal customers Getting business insights Engagement & Ownership, Building HR strategic competency 2nd Workshop across all HR departments Understanding New HR strategy Understanding new company strategy Vodafone way of working HR strategy Days 5 Workshops across all HR Identifying Departmental goals in line with HR strategy
- 14. C2 | 01 July 201414 2nd Workshop outcome example
- 15. C2 | 01 July 201415 Departmental goals & time plan alignment Facilitated workshop of the HR management team HR Role Statement developed Departmental goals aligned Time plan agreed Strategy measures agreed (Y1) Strategy Plan
- 16. C2 | 01 July 201416 Strategic Initiative Objective Timeline Owner build/acquire talent pipeline securing future succession Enhance the quality of talent reviews across the company and build consistent calendar for it. Q2-Q4 Rania Salah Spot talents early on by introducing new identification channels and unify solid criteria's to minimize subjectivity and ensure consistent quality of talents across organization. Y2 Rania Salah Build development programs on the strategic capabilities and new leadership competencies. Y2 Rania Salah Build on the current measurements and tracking database to report back regularly to HRBPs and business Y2 Rania Salah Enhance the quality of talent reviews across the company, mainly F&G level by implementing consistent frameowrk across all departments with all HRBPs. Q2 Rania Abdel- Gawad Succesion plans for critical roles F band. Q4 Rania Abdel- Gawad Review resourcing channels performance and prioritize investment Q1 Ahmed Roushdy Industrialize our mass recruitment process (VIS, CC & Retail) Q2 Ahmed Roushdy Proactively creating pipeline for selected skills/expertise Q4 Ahmed Roushdy Review and re-launch employee referral program Q4 Ahmed Roushdy Example Plan Y1 : Develop leaders of the future
- 17. C2 | 01 July 201417 Content Part 1 – 2015 HR Strategy building Part 2 – 2015 HR Strategy alignment Part 3 – 2015 HR Strategy execution
- 18. C2 | 01 July 201418 Press PLAN
- 19. C2 | 01 July 201419 Why good strategies fail ?Execution Execution Execution Why good strategies fail ? How to improveexecution? 1. Right People 2. Choose the right measurements. 3. Do not forget the plan/objectives. 4.Develop model of execution. 5. Monitor results frequently. 6. Communicate.
- 20. C2 | 01 July 201420 HR strategy Execution Model developed HR Strategy initiatives Champions (F/G band employees) HR Strategy pillar leads (HR mng. Team members) HR Strategy Sponsor HR Director Strategy Sponsor Pillar leads 1 Initiative Ambassador 1 Initiative2 Iniciative 3 Initiataive 4 Initiative5 2 3 4 5
- 21. C2 | 01 July 201421 Roles & Responsibilities StrategySponsor Setting HR Strategy Directions. Communicating & Inspiring for Strategy. Steering Strategy Execution. Receiving Strategy reporting and review quarterly status. Reporting Strategy execution to top mng. Constantly challenging Strategypillarleads Building HR Strategy, strategic pillars & initiatives Communicating & Inspiring for Strategic pillar. Steering Strategy pillar execution across departments. Leads monthly Pillar steering committee to review status of initiatives, collects feedback and propose corrective actions. Inform about the status of the pillar to the HR management team on monthly/quarter base. Constantly challenging to improve . StrategyInitiative Ambassadors Identifying objectives for the strategic initiative in cooperation with direct line managers. Executing directly/or within the team of responsibility goals/ initiatives. Attending monthly strategic Pillar committee meeting to inform about the initiatives status progress and ensuring constant alignment and execution, providing feedback. dotted Reporting initiative status to the Pillar Ambassador.
- 22. C2 | 01 July 201422 HR Strategy Monitoring & Reporting Strategy pillars meetings with Champions & report Strategy extended HR mng. mtg. for update & coordination Strategy update with HR Director Strategy review (adjustments & changes of the plan ) Monthly Starting in June Quarterly Sept/Dec/March Half Year Sept/March
- 23. C2 | 01 July 201423 Why good strategies fail ?Execution Execution Execution Why good strategies fail ? How to improveexecution? 1. Right People 2. Choose the right measurements. 3. Do not forget the plan/objectives. 4.Develop model of execution. 5. Monitor results frequently. 6. Communicate.
- 24. C2 | 01 July 201424 Audience HR employees Mng. Team Leadership Team Employees Communicating 2015 HR Strategy
- 25. C2 | 01 July 201425 Audience HR employees Mng. Team Leadership Team Employees Targeted Communication channels HRD Online tools HRBPs Specific tools
- 26. C2 | 01 July 201426 Specific Communication Tools & Channels for HR HR Kick Of Event Power of US ! With Personalized give away HR Strategy Interactive Hub Area On the HR floor Monthly online Champions Meetings Updates & Surprises
- 27. C2 | 01 July 201427 Content Part 1 – Building 2015 HR Strategy Part 2 – 2015 HR Strategy alignment Part 3 – 2015 HR Strategy execution
- 28. C2 | 01 July 201428
- 29. C2 | 01 July 201429 Lessons learnt … Global strategies must be translated/converted locally to be lived and executed Involvement brings engagement, that creates ownership to deliver high performance and result The strategy journey became change management journey with soft and hard outcomes: new working culture and climate was created in HR department retained 3 key HR people 1 person left from the management team 4 new stars identified built in new strategic competency in HR Keep balance in planning process – too much details vs. to be SMART to execute and keep flexibility and big picture CHRO ownership and drive, HR management unity
- 30. C2 | 01 July 201430 T H A N K YOU