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Vodafone People Strategy
(VPS)
Did We Say “Talent Matters”?
“The top software developers are
more productive than average
software developers not by a factor
of 10X or 100X, or even 1,000X,
but
10,000X.”
Nathan Myhrvold,
former Chief Scientist, Microsoft
2
Source: Tome Peters
07 July 2015
Fortune 100’ CEO’s spend 33% of their
time in people issues.
HR is the primary mission of today’s
CEO
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07 July 2015
The War for Talent - McKinsey
The Old Way
The New Way
Talent Mindset
HR is responsible for people
management
Employee
Value
Proposition
We provide good pay and
benefits
All managers – starting
with the CEO- are
accountable for
strengthening their talent
pool
We shape our company,
even our strategy, to
appeal to talented people
Recruiting
Recruiting is like Purchasing
Growing
Leaders
We think development
We fuel development
happens in training programs through stretch jobs,
coaching, and mentoring
Differentiation
We treat everyone the same,
and like to think that
everyone is equally capable
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Recruiting is like Marketing
We affirm all our people,
but invest differentially in
our A, B, and C players
The Deal
Touchpoint
Organisation &
Change
Resourcing
Communication &
Involvement
Learning &
Development
Reward &
Recognition
Safety, Health
& Wellbeing
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07 July 2015
The employee’s aspiration:
My role and goals are clear and
challenging, I know who my
customers are, and how I fit into
my team and the organisation, I
understand organisational
changes as they occur, and I
enjoy the way we do things
around here
1.
I am attracted to Vodafone as
an employer, and my
experience as I join, and as I
move internally, assures me of
a challenging career, and
support when I change roles or
leave the business
1.
2.
I can talk positively and
confidently about our business,
it’s easy to find out what I need
to know to perform at my best,
and my ideas and thoughts are
listened to and acted upon
I get regular feedback on how I
am doing, and I am encouraged
to develop my skills and
behaviours to continually improve
my performance, and realise my
potential
I know my contribution is
valued because I can see
how my performance drives
the reward and recognition I
receive
Employees’ Share of the deal is:
Vodafone's Share of the deal is:
2.
3.
3.
1.
2.
3.
1.
2.
3.
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We design a Red, Rock Solid, Restless, customer-oriented, and
cost-effective organizations.
We trust and empower you to deliver against clear roles and
accountabilities that are based on business objectives.
We anticipate and respond to the market. We are clear with you
when and why the business needs to change, the direction we are
taking, and what is your role to help the business achieve its goals
We recruit the right people who are aligned with Vodafone values
We are clear about Vodafone’s culture during the hiring process.
And ensure that selection decisions are transparent and fair.
We support our people to manage their career and we create
opportunities whereby they can move within Vodafone to enhance
their skills. When people leave the business, we treat them with
honesty, dignity and respect
1.
2.
3.
1.
2.
3.
We communicate with you honestly, encourage feedback, and respond 1.
to them
We encourage, recognise and act upon good ideas and new ways of
2.
working
We equip line managers with the tools and skills needed to engage and
motivate people
3.
We support you to create a development plan to enhance your skills
1.
that would help you meet the business needs together with your needs.
We provide you with various options on how to learn and how to
2.
implement this learning in your role.
We are clear about personal goals and what we expect from our leaders
3.
and people, and hold them responsible for delivering results
We ensure that leaders provide regular feedback and coaching to
develop individuals and teams
We reward our people based on their personal performance to enable
1.
and support the achievement of business objectives.
We provide you with relevant financial and non-financial rewards that are 2.
of value to you.
We reward and recognise both team and individual performance, and
3.
contributions above and beyond the call of duty
1.
I work in a stimulating and
safe environment, knowing
the organisation cares about
my wellbeing and supports
me in developing a healthy
lifestyle
1.
2.
3.
We equip managers to measure and manage health, safety & wellbeing 2.
We help our people understand and attain a healthy lifestyle
We support your wellbeing at work, and help you achieve a work/life
balance that works for you and the business.
3.
I know Vodafone’s objectives and brand essence, and
my role in delivering them
I take responsibility for knowing what changes are
happening. I understand how will they affect me and
accordingly respond to the changes professionally
I am a team player and treat everyone as a customer.
I know what I’ve signed up for and I want to be a part of
Vodafone
I continuously seek out information and ask for feedback
that helps me understand my role
I understand my skills and capabilities, and the
opportunities that exist in Vodafone, so I can manage my
career realistically
I am encouraged to speak honestly about how I view
things, and make suggestions for improvements
I work in a way that supports Vodafone’s values and
goals, and take responsibility for building engagement in
my team
I promote Vodafone’s brand and values with our
customers, suppliers and my team
I understand my goals and what is expected of me in
terms of performance and behaviour, and I deliver on it
I seek out regular coaching and feedback and work on
them in order to improve my performance.
I know my personal development needs and aspiration,
and work on enhancing them
I understand what I am rewarded for and how I can
influence it
I understand the value of the different elements of my
reward package
I actively recognise others when their contribution is
above and beyond the call of duty
I ensure the safety, health and wellbeing of myself and
others at work
I use the tools available and develop my skills to ensure I
can look after the safety, health and wellbeing of myself
and others
I alert Vodafone when something looks wrong, and about
accidents if they occur
Thank you,
Hany Mahmoud
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07 July 2015