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 ….
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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
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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 !
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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
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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
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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
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YOU