HRM PRACTICES

Anuradha Chakraborty 10BM60014Mayank Mohan 10BM60048

vodafone ( voice + data + phone)Vodafone was formed in

1984 as a subsidiary of Racal Electronics Plc. known as Racal Telecom Limited

Changed its name to Vodafone in September 1991

Has a total of 84,990 employees worldwide

Estimated 341.1 million customers worldwide

Vodafone-presence around the world

vodafone ( voice + data + phone)Started in India in 1994Was present in India as Hutchinson Essar until

April 2011 Second largest in terms of revenue and third

largest in terms of customers Around 130.9 million customers in India and

12,000 employees

Key Performance Indicators (KPI)

Vodafone – mission and visionVision – ““ to be the world’s mobile communication leader – to be the world’s mobile communication leader –

enriching customers’ lives, helping individuals, enriching customers’ lives, helping individuals, businesses and communities be more connected in a businesses and communities be more connected in a mobile world.”mobile world.”

Vodafone laid down 10 business principles to achieve this vision

Business Principle pertaining to employees states that “We will base relationships with and between employees on respect for individuals and their human rights and will not tolerate child labour. We will not accept any form of discrimination, harassment or bullying. We will pursue equality of opportunity and inclusion for all employees through our employment policies and practices.”

HR StrategyWithin each of the operating companies

of Vodafone ,it has tried to implement three boxes from Dave Ulrich’s competency model also known as Vodafone’s 3 box model*.

HR has defined 6 employee ‘touchpoints’ which they need to get right

I. Organisation and ResourcingII.Career planningIII.Learning,IV.Reward and RecognitionV. Communication and InvolvementVI.Health, Safety and Wellbeing

* HR Delivery Systems: Re-engineered or Over Engineered? Martin Hird, Craig Marsh, Paul Sparrow CPHR White Paper 09/05August 2009

The Vodafone Way Launched in 2010 the programme has defined a consistent set of values and

behaviours for all Vodafone employees. The HR managers assess whether the employees are working in The Vodafone

Way as part of their performance reviews It defines a consistent set of values and behaviours for all Vodafone employees,

emphasising:I. Speed – bringing products and services to market quickly and prioritising the

things that really matterII.Simplicity – making things simpler for our customers, business partners and

colleaguesIII.Trust – acting with honesty, integrity and fairness, being reliable and

transparent, and valuing the confidence that people place in us as a company. As part of The Vodafone Way’s focus on customers, from November 2009 all

senior leaders in local markets spend one day a month with customers and staff in retail stores and call centres.

In 2009/10, many of Vodafone’s senior leaders ( 45 % )participated in workshops on ‘Leading in The Vodafone Way’, run by members of Vodafone’s Executive Committee

HR InititativesCREED ( Corporate Responsibility

Employee Engagement and Development)

InspireRealiseTalent TalkVodafone Way Heroes AwardsGlobal Employee Engagement

survey- Overall engagement score 76%- Pride in Vodafone 83%- Manager Index Score 72%

HR Initiatives – India specific‘Safety Moments’ – started in Karnataka

circle of VodafoneSafety leaderships workshops in IndiaGroup workshops held for Network suppliers

to develop best practices and increase collaboration

Line managers had a four day competency based training course for implementation of International Safety Rating System ( ISRS) in which 220 employees were covered.

The Vodafone Policy It is the policy of the Board of Vodafone Group Plc that

the human resources teams will develop and maintain effective terms and conditions of employment and ensure that they are applied equitably and consistently and communicated effectively.

It is each Local Company Chief Executive Officer responsibility to implement procedures to enable employees who believe they have suffered unfair treatment at work, to have their concerns investigated promptly and objectively.

It is the responsibility of each local HR director to put measures and procedures in place and communicate them appropriately to ensure the above objectives are met.

Recruitment and OrientationEffect of `aggressive acquisitionCBI-SMART: A&DC interview materials through online

interfaceExtensive use of VC in interviewsPromoting career opportunities within VodafoneThe HR department use their Leadership Framework

to help them recruit and promote leaders within the company

All employees receive the booklet on ‘Passion for the World Around Us'

They are integrating corporate responsibility into their training programmes and induction courses.

Training and DevelopmentOnline training : a catalogue of more than 70

online training coursesCommunicating for impact Putting customers first Delivering resultsMaking a personal differenceManaging a changing environmentPerforming through their people IT

Training and Development

Unique Programmes:Vodafone Spain "One Way" professional

development programme Inspire is a global programme designed to

identify and develop high potential employees and accelerate their progression into leadership roles.

Performance AppraisalTheir performance is measured as per

“Vodafone Way”.

Annual performance dialogue

Quarterly review process

CR performance targets to the local CEO-s

Global rewards and recognitions

Vodafone offers competitive and fair rates of pay and benefits to attract and retain the best employees

Annual bonus plan for all their global managers according to their contribution to company’s success.

Global Long Term Incentive (GLTI) The Global All-Shares Plan is designed to ensure

everyone in the Company has a stake in their success.

Local Rewards and recognitionsLocal operating companies have rewards and

incentives according to their local plans.life assuranceaccident insuranceprivate medical insurancesubsidized mobile phonesservice benefitsretirement benefits.

Some HR policies and practices include:A family-day at officeHalf day leave for birthdaysGifts for anniversariesCompulsory 10 days offFestival celebration with familyNo official meetings on weekendsFive day weeksConcierge services

Employee Turnover Data

HR Challenges ( Looking Ahead)Extensive Training and Development programs to align

employees along the Vodafone Way ( 29.5 m £ for 09/10)Continue to link reward with performance in a way that

employees are satisfiedConduct workshops and training programs for other

stakeholders so that improvement is inclusive of the whole value chain

Continue reorganization and recognize redundancies across functions

Non-standardized processes and trainingsCBI-Smart can give repetitive questions, and should be

take care of.

RecommendationsIncrease budget allocation to training and

development function Bring out change in policies that increases

employee satisfaction score in internal survey ( 50 % in 2008-09)

Develop a standard Code of Conduct for Employees taking into account the low context – high context differences

Recognize redundancies across functions to increase effectiveness and efficiency of business