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HR Tools in Managing Knowledge

HR Tools in Managing Knowledge. Elena Dojranska Slabev HR & Administration Director September, 2007. The COSMOTE GROUP. operates in 5 countries more than 12 mil customers, addressing a market of 46 mil people in 2006 acquired GERMANOS employees more than 7, 500 employees

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HR Tools in Managing Knowledge

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  1. HR Tools in Managing Knowledge Elena Dojranska Slabev HR & Administration Director September, 2007

  2. The COSMOTE GROUP • operates in 5 countries • more than 12 mil customers, addressing a market of 46 mil people • in 2006 acquired GERMANOS • employees more than 7, 500 employees • COSMOTE’s 2006 EBT EUR 879 mil COSMOTE’s growth rates significantly higher than sector average in the telecommunication service carriers in the EU. Making the Group one of the dominant players in the SEE

  3. How does HR support the growth rate by managing knowledge?? • How do we make sure that we know the capabilities and competencies that exist? • How do we nurture them and further develop them? • Are all information easily accessible to our employees when servicing a customer? • Do we have the right leadership that ensures customer satisfaction and invites innovation?

  4. The Tools vs. The Outcomes The Tools The Outcomes Skills, Competencies & Capabilities • Job Descriptions • Functional Skills Matrix • Competency Model (desired behaviors) • Individual Development Plans (IDP) • Performance Ratings Definitions • Capabilities Model Knowledge Mapping: • Job Enrichment • IDP’s define CF’s Y Training Plan • YonY Capability focus plan • Training vs. Project work vs. Coaching • C of Excellence & Best Practicing Organizational Improvements Input: The process: • CF’s Business Plan • Performance Management Program (PMP) • ESS • 360 Feedback • Talent Management • Improve Target Setting • Check for bottlenecks • Dissemination of Information • Succession planning

  5. The Interlink.... REWARD DEVELOPMENT Organizational Business Plan DevelopmentNeeds Department Objective Individual Objective Competency Assessment Skills Assessment What What PMP How Merit Increase Bonus Payout Individual Development Plan How How Talent Management

  6. Shared Business Targets “The Box” Your Individual Objectives Criteria How to get from IO setting to Business focus!!! January 2005 January 2007

  7. If only Uniliver knew what Uniliver knows!

  8. Always ask your employees, they know what you are not aware of!!!

  9. Main Elements of Impact Dimensions of the Employee Satisfaction Survey Key Drivers Result Employee Satisfaction & Engagement Company Effectiveness Leadership Working Environment 66% Impact Empowerment Employee Development & Reward Career Development

  10. Employee Performance / Productivity Employee Commitment & Retention Business Profitability Employees’ Satisfaction linked to Business Results Organizational Climate “How it feels to work around here?” High Employee Engagement Increase in the discretionary effort of employees 28 – 32% impact on Organizational Performance Company Effectiveness Internal Effectiveness External Reputation Revenue Growth Working Environment Empowerment Cooperation Communication Engaged Performance Internal Service Value Customer Satisfaction Customer Loyalty Employee Treatment Fairness & Respect Recognition & Reward Personal Development

  11. Employee Satisfaction Survey -Critical Success Factors • A well developed communication strategy that maximized employee participation-Focus Groups pre-survey • Accurate interpretation of results through comparison with relevant benchmarks and conversion of results to improvement actions • Visible commitment to the value of the survey from senior management • Fast and effective communication of the survey results to employees • Action Plans per departments supported by coaching facilitation for managers when implementing improvements within their departments/teams The most critical success factor for an employee satisfaction survey is the company’s engagement by taking improvement actions that are linked back to the survey

  12. Employee Satisfaction Survey- Organizational impact and HR follow up • Processes • Reduce bureaucracy and simplify processes • Improve atomization and data w/h-ing = make sure we have the necessary information available at the write time! • HR Systems • Management Development: Leadership Training, 360o Feedback • New Performance Management System (Personal targets + competencies) • Job Families Model • Link and upgrade Career Paths according to the Job Families Model

  13. The Intranet • It is a useful handy communication tool: • It is accessible to all employees • Provides basic information about the company • Supports faster dissemination of latest changes in the company and the market environment • A useful management tool for addressing the employees and passing a message • Provides valuable feedback and information through tools such as the Competition Box, Customer Complaints, The Forums… • Provides information of utilization of company assets • Allows the employees to interlink, share joint interests and hobbies

  14. Thank you for your attention!

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