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

• 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

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?

The Tools vs. The OutcomesThe Outcomes

Skills, Competencies & Capabilities• Job Descriptions• Functional Skills Matrix• Competency Model (desired

behaviors) • Individual Development Plans

(IDP)• Performance Ratings Definitions• Capabilities Model

The Tools

• CF’s Business Plan• Performance Management Program (PMP)• ESS• 360 Feedback• Talent Management

The process:

Improve Target Setting

• Check for bottlenecks

• Dissemination of Information

• Succession planning

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 Interlink....

Organizational Business Plan

Department

Objective

Individual Objective

PMP

Merit Increase

Bonus Payout

DEVELOPMENT

REWARD

Development Needs

Competency

Assessment

Skills Assessme

nt

Individual Development Plan

What What

HowHow

Talent Management

How

Shared Business Targets “The Box”

Your Individual Objectives Criteria

January 2005 January 2007

How to get from IO setting to Business focus!!!

If only Uniliver knew what Uniliver knows!

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

Main Elements of Impact

Company Effectiveness

Working Environment

Employee Development

& Reward

Dimensions of theEmployee

Satisfaction Survey ResultKey Drivers

Leadership

Empowerment

Career Development

Employee

Satisfaction

& Engagement

66% Impact

Internal Service Value

Customer Satisfactio

n

Customer Loyalty

Revenue Growth

Business Profitability

Company Effectiveness

Internal Effectiveness

External ReputationWorking Environment

Empowerment

Cooperation

Communication

Employee Treatment

Fairness & Respect

Recognition & Reward

Personal Development

Organizational Climate

“How it feels to work around

here?”

High Employee Engagement

Increase in the discretionary effort of

employees

Employee Performance / Productivity

Engaged Performan

ce

Employees’ Satisfaction linked to Business Results

28 – 32% impact on

Organizational Performance

Employee Commitment &

Retention

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

• 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

Employee Satisfaction Survey- Organizational impact and HR follow up

The IntranetIt 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

Thank you for your attention!