C2 | 01 July 20141

2015 HR Strategy

Journey

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 ….

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

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Content Part 1 – 2015 HR Strategy building

Part 2 – 2015 HR Strategy alignment

Part 3 – 2015 HR Strategy execution

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 us do it differently this time !

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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 !

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 1Approach : culture-capability-based HR strategy

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Workshop Framework 2Approach Reflection on the current HR Roles & HR organization

Strategy &

planning

Services

Admin &transactions

TODAY roles

Reactive approach

TOMORROW roles

Proactive approach

CU

ST

OM

ER

Exp

erien

ce

Efficient, quality

Transactions & admin

Efficient,

quality Services

Strategic Partnering

& Consulting

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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

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Content Part 1 – 2015 HR Strategy building

Part 2 – 2015 HR Strategy alignment

Part 3 – 2015 HR Strategy execution

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HR Strategy alignment through Performance

management cycle

HR strategy

Individual Goals

Performance

Dialogue

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Linking HR Strategy to everyone and building ownership

HR strategyDepartmental

objectivesIndividual

Goals

Performance

Dialogue

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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

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2nd Workshop outcome example

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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

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Strategic

InitiativeObjective 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 businessY2 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 Q1Ahmed

Roushdy

Industrialize our mass recruitment process (VIS, CC & Retail) Q2Ahmed

Roushdy

Proactively creating pipeline for selected skills/expertiseQ4

Ahmed

Roushdy

Review and re-launch employee referral programQ4

Ahmed

Roushdy

Example Plan Y1 : Develop leaders of the future

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Content Part 1 – 2015 HR Strategy building

Part 2 – 2015 HR Strategy alignment

Part 3 – 2015 HR Strategy execution

C2 | 01 July 201418

Press PLAN

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Why good strategies fail ? Execution Execution Execution

Why good strategies fail ?

How to improve execution ?

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.

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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

Initiative2Iniciative

3Initiataive

4Initiative5

2 3 4 5

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Roles & Responsibilities S

trate

gy

Sp

on

so

r 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

Str

ate

gy p

illa

r le

ad

s

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 .

Str

ate

gy In

itia

tive

Am

bass

ad

ors

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.

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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

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Why good strategies fail ? Execution Execution Execution

Why good strategies fail ?

How to improve execution ?

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.

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Audience

HR employees

Mng. Team

Leadership Team

Employees

Communicating 2015 HR Strategy

C2 | 01 July 201425

Audience

HR employees

Mng. Team

Leadership Team

Employees

Targeted Communication channels

HRD

Online

tools HRBPs

Specific

tools

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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

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Content Part 1 – Building 2015 HR Strategy

Part 2 – 2015 HR Strategy alignment

Part 3 – 2015 HR Strategy execution

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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

C2 | 01 July 201430

T

H

A

N

K

YOU