This document summarizes best practices in HR management from Telenet, including: 1. Driving change from within by enhancing employee involvement to create immediate buy-in and facilitating adoption of changes. 2. Reviewing and updating social media and mid-year review policies based on employee feedback to make them more realistic and useful as orientation tools. 3. Introducing a bottom-up coaching compass questionnaire to provide feedback on management and support coaching across the organization.

1. Rethinking HR Management – Telenet Best Practices
Claudia Poels – Vlerick Management School – 12 June 2013

2. Telenet HR Management – Best Practices
Key drivers to successfully drive change within an organisation:
1. Change from within
>> enhance involvement
>> immediately create buy-in & facilitate adoption
>> sense what actually lives within the organisation
2. Dare to be disruptive
>> clearly show things change
>> wake up organisation
>> enable to address & solve issues
2

3. Social Media within Telenet
3
1.
Need to review Social Media Policy
• Focus group composed of 20 call centre
employees
• In-depth discussions on personal usage of
social media
• Brainstorming on potential use of social
media in the Telenet business
• Realistic policy with respect to external
social media usage
• Development of internal social media tools
to drive collaboration and knowledge
sharing
Social media usage driving business

4. Repositioning mid-year review
4
2.
Rethink classic mid-year review
• Group discussion with the HR team on the
purpose and use of the mid-year review
• Different working groups based on Insights®
personality building blocks
• Re-dynamised decision process
• Clear, opposing points of view resulting in a
balanced decision
• Full turnaround of an evaluation moment into
an orientation & personal growth tool
Mid-year review as orientation tool

5. Introduction of the Coaching Compass
5
3.
• Easy, short questionnaire (16 questions) for employees to provide feedback on their direct management,
performed 2x each year
• Bottom-up feedback on management, coaching and organisation
• Basis for further development, allowing higher management to coach their direct management reports
• No evaluation purpose
Coaching & support
Bottom-up feedback
on direct
management

6. Thinking Business
6
4.
Make the link between HR and Business by thinking exactly like them
• Understand what the company’s business consists of
• Learn the language of your business and your clients
• Actively apply the language in contacts with business and clients

7. HRM harmonization within the LGI Group
7
5.
Call to align Performance Processes
• Each subsidiary to present its best practices
with respect to performance evaluation
Processes
• Aim to come to one standardized common
performance evaluation system
• Grasp opportunity to entirely redesign
evaluation cycles within the group
• Future proof
• Disruptive (?)
Simplification & improvement
Process
Sub A
Process
Sub B
Process
Sub C

8. 8