Luboslava Fabryova, Vodafone

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2015 HR Strategy
Journey

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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 usdoit 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 1
Approach : culture-capability-based HR strategy

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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

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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 strategy
Departmental
objectives
Individual
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
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

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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 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.

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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
Initiative2
Iniciative
3
Initiataive
4
Initiative5
2 3 4 5

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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.

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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 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.

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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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