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    VODAFONE HR Info

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    Sufian Ilyas
    Vodafone is a world leading telecommunications company with over 60,000 employees across diverse global markets. As the company has grown rapidly through acquisitions, it has identified a need to standardize HR policies and integrate corporate responsibility (CR) factors throughout its operations. Vodafone conducts employee surveys, training programs, and performance reviews to promote awareness of its CR initiatives and ensure employees and managers are incentivized to support the company's sustainability goals.

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    VODAFONE HR Info

    Uploaded by

    Sufian Ilyas
    2K views2 pages
    Vodafone is a world leading telecommunications company with over 60,000 employees across diverse global markets. As the company has grown rapidly through acquisitions, it has identified a need to standardize HR policies and integrate corporate responsibility (CR) factors throughout its operations. Vodafone conducts employee surveys, training programs, and performance reviews to promote awareness of its CR initiatives and ensure employees and managers are incentivized to support the company's sustainability goals.

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    Vodafone is a world leading telecommunications company with over 60,000 employees across diverse global markets. As the company has grown rapidly through acquisitions, it has identified a need to standardize HR policies and integrate corporate responsibility (CR) factors throughout its operations. Vodafone conducts employee surveys, training programs, and performance reviews to promote awareness of its CR initiatives and ensure employees and managers are incentivized to support the company's sustainability goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    2K views2 pages

    VODAFONE HR Info

    Uploaded by

    Sufian Ilyas
    Vodafone is a world leading telecommunications company with over 60,000 employees across diverse global markets. As the company has grown rapidly through acquisitions, it has identified a need to standardize HR policies and integrate corporate responsibility (CR) factors throughout its operations. Vodafone conducts employee surveys, training programs, and performance reviews to promote awareness of its CR initiatives and ensure employees and managers are incentivized to support the company's sustainability goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    VODAFONE

    Vodafone is a world leading mobile telecommunications company. Vodafone provides a wide


    range of communication services, including voice calls, SMS text messaging, MMS picture
    and video messaging, internet access and other data services. The group has 221 million
    direct customers including private consumers and corporate customers in diverse markets
    around the world.

    Human Resources

    Recruitment and Orientation:

    Another area of improvement identified by Vodafone is the integration of CR factors into


    human resource (HR) management. Vodafone is a young company of only 20 years, ten of
    which were spent as a company of 300 employees. Through aggressive acquisition, Vodafone
    now has 60,000 employees. This has resulted in a number of HR policies throughout local
    operating companies and the need to focus on standardizing these policies and practices. At
    the global level, CR is integrated into induction training for all new employees, through
    workshops that talk about the company’s CR policies. All employees also receive the booklet
    on ‘Passion for the World Around Us' that identifies the company’s values and its
    commitment to the goals of CR.

    Vodafone – Sustainability Integration Case Study

    Vodafone conducts an annual employee survey that includes questions about whether the
    company is generating trust and adequately managing its environmental impact. Vodafone
    does seek the approval of employees on what they are doing and the ratings are generally
    above 90%. Employees report being more highly motivated because of the company’s CR
    initiatives, with local operating companies on average having a better understanding of CR
    and related higher pride for working with Vodafone. Vodafone’s internal website is also used
    for collecting information or ideas from employees on CR initiatives.

    Training:

    Vodafone delivers a variety of global training through the use of e-tools, including an e-
    module on CR. Vodafone is developing a set of new indicators to identify the number of
    employees that have also received classroom CR training (e.g. ten global managers received
    training in social audit; 84% of Supply Chain Management managers and employees have
    received training on the Code of Ethical Purchasing). Other communication mechanisms are
    utilized to increase awareness of CR issues such as: topic emails (e.g. climate change);
    themed events (e.g. invited employees to attend showing of the documentary, An
    Inconvenient Truth, followed by a panel discussion where the Corporate Affairs Director
    discussed climate change and what Vodafone is doing to improve its practices); monthly CR
    teleconferences (CR is also discussed between Group functions and operating companies in
    many other forums connected with operational issues); and the monthly newsletter from the
    CEO normally contains a paragraph to discuss Vodafone’s CR initiatives (e.g. one of the last
    newsletters addressed some of the external recognition Vodafone received related to CR).
    The CEO’s newsletter often addresses Vodafone’s way of dealing with an issue. Vodafone
    also includes CR in the training for its managers. A session on CR is included in the Global
    Management Development Program, which is a threeday course for the most senior
    managers. The participants debate a series of issues from the perspective of different
    stakeholder groups and devise a response. Vodafone is also working at standardizing
    processes related to training among its local operating companies. For example, Vodafone
    UK is piloting an elearning training course on the Business Principles for all UK employees.
    If successful, this would be rolled out across local operating companies.

    Performance Appraisal and Compensation:

    In 2006, specific CR performance targets were defined and embedded into the performance
    quarterly review process. Local operating CEOs and Group operating business unit CEOs
    now have their bonuses also tied to personal performance against CR targets. CEOs cascade
    the performance targets throughout their organizations so the local CR team members, the
    energy efficiency manager, etc. would also have a CR-related target.

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