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Strategic HR Role in New Workplace Realities

Explore the strategic impact of HR in modern workplaces at the University of Athens alumni event in Athens on December 15, 2011. Topics include organization effectiveness, talent management, culture, and change. Learn how to build a lean structure, drive performance culture, and prioritize HR functions.

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Strategic HR Role in New Workplace Realities

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  1. HR SOCIETY ALUMNI Οικονομικό Πανεπιστήμιο Αθηνών “Ο Στρατηγικός ρόλος του HR στις νέες εργασιακές συνθήκες και πραγματικότητα” Αθήνα, 15 Δεκεμβρίου 2011

  2. Organisation Effectiveness & Change Talent & Resourcing Culture & Engagement Learning & Capability Development Performance, Reward & Recognition Health, Safety & Wellbeing 1. build a lean and Effective Organisation 2. raise the bar on Talent 3. embed The Vodafone Way 4. develop people’s key Capabilities 5. drive a Performance Culture 6. create a Safe place to work 7. build an Admired HR Function HR clear priorities

  3. 1. build a lean and Effective Organisation

  4. Rightsizing vsDownsizing Rightsizing essentially refers to systematic restructuring programs aiming to maximize efficiency, to cut corporate bureaucracy and hierarchy and thereby reduce costs in order to focus on core business priorities. Downsizing refers to the permanent reduction of a company's workforce and is generally associated with corporate reorganization, or creating a leanerand more effective organization.

  5. OED&C Framework

  6. Elements of Macro Design PEOPLE STRUCTURE • Key roles/ responsibilities at top of unit • Relevant Skills and Capabilities (high level) • Job profiles for key managers • Grouping of activities • Org Charts high level • Direct and indirect reporting lines for and between sub-units • Key locations • Sourcing of activities REWARD & PM PROCESS • Measures of Performance at top unit • Financial • Operational • Customer • Staff • Key business processes (high level RACI mapped to high level processes) • Key decision making authorities • External partnerships and alliances • High level Value chain analysis

  7. Change Framework Phases 1. Assess Phase: During this phase you will understand the reason for the change, the benefits, challenges and risks. 2. Define Phase: At this stage you will define how and when you will deliver the change. 4. Connect Phase: During this phase you will embed the change in the organisation by making sure that the new ways of working become business as usual. 3. Deliver Phase: This is the phase when you deliver the change based on the project plan 7

  8. 2. raise the bar on Talent

  9. Talent Management Strategy Ourcurrentreality Line Capability Educate line managers to “scout” for talent and how to assess it Worship Potential and Take Risks • Annual Talent reviews meetings • Succession plans in place for all managerial positions Raise the Bar • Targeted hirings • Tackle low performance Global and Diverse • Increased number of participations in global openings (e.g. NWSQAD) • Promote cross-functional projects • Diversity strategy New Sources of Talent • global MBAs • local program MBA/MScgraduates • Increased usage of Social Networks

  10. Potential Classifications Unusual Coach Rising Stars Invest: Increase Challenge Rising Stars Invest: High Risk Assignments 4 2 1 4 2 1 Low Performers Identify Mismatch/Move Key Contributors Stretch & Test Adaptable Stars Retain, Appreciate & Leverage 7 5 3 Potential 7 5 3 Low Performers Up or Out Contributors / Professionals Strengthen Professional Stars Retain & Appreciate 9 8 6 9 8 6 Level of Performance

  11. Potential Indicators

  12. 4. develop people’s key Capabilities

  13. Develop People CapabilitiesOur approach

  14. Developing Functional capabilitiesMajor efforts on commercial areas • Design and implement simple and focused frameworks • Bring the knowledge in house Business Sales Sales AcademyFramework Retail Sales • Entrepreneurship Course Retail Sales Behavioral related course “Pelatis” Marketing Marketing Academy Developing Functional Expertise Finance Finance Academy SCM Academy Customer Obsession Zone … Technology & IT Technology Academy Human Resources HR Academy COPS Customer Operations Local Framework

  15. 5. drive a Performance Culture

  16. The Difference between… Potential versus Promotability • It is about the short-term, the next role for people who are excelling performance-wise in their current job and they are ready for the next challenge • It is about the longer-term, the people who have what it takes to grow into the top leadership roles at Vodafone.

  17. 7. build an Admired HR Function

  18. Human Resources C.E.O. HUMAN RESOURCES CENTERS OF EXPERTISE HR SERVICES HR Processes & policies Self service tools guidance HR reporting People Survey HEALTH & SAFETY FUNCTIONAL HR BUSINESS PARTNERS Commercial Customer Operations Technology, IT Support Functions O.D. & REWARDS PROPERTY MANAGEMENT RESOURCING, LEARNING & DEVELOPMENT

  19. Thank you

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