Vodafone 2008 Annual Report Download - page 22

Vodafone’s global people strategy was embedded during the
2008 financial year and aims to increase employee engagement
by setting out a framework that enables Vodafone to be clear
about the employee experience the Group wants to create. This
enables Vodafone to engage employees to deliver to customers
and to increase business performance.
Additionally, during the 2008 financial year, the Group further
embedded the Vodafone brand essence, “Red, Rock Solid,
Restless”, which communicates a common way of behaving
that is designed to enhance business performance and
customer orientation. This has been reinforced at the local
level through workshops that encourage teams to apply the
Vodafone values to their specific work concentrating on
improving the experience of their customers. In addition,
human resources (“HR”) processes such as induction and
training have been developed to explicitly provide people
with a deeper understanding of how to demonstrate the
behaviours in their daily work.
Training and development
Training and development programmes help employees to
develop their skills and experience and to reach their full
potential, benefiting themselves and the Company.
During the 2008 financial year, the Group delivered a training
programme to build total communications awareness and
capabilities within the Group’s employees. The training was
designed to equip employees to understand the Group’s new
total communications strategy, the competitive landscape,
key technologies and resources and Vodafone’s products and
services. Over 4,500 managers across the Group (more than
99% of the managerial population) completed 36,000 hours
of dedicated total communications training. Feedback on the
programme has been overwhelmingly positive. During the
coming financial year, the Group will ensure all employees
receive the same training via an online learning tool and that
awareness is maintained through monthly webinars (web
seminars), a daily blog and a wiki site (a collaborative website
where content can be edited by anyone who has access to it).
Vodafone operates a global Performance Dialogue process
for every employee. The process ensures that employees can
make a clear connection between their goals and the business
objectives. Each individual’s performance is discussed with
their manager and career development goals are set. 93%
of managers completed the Performance Dialogue process
in the 2007 calendar year and 83% of employees approved
development goals with their manager.
People Survey
In October 2007, Vodafone carried out its third global People
Survey and had an 83% response rate globally, with 50,548 people
giving their views on 68 questions. Vodafone India was not
included in the survey as it had only been acquired in May 2007.
For the first time, the Manager Index was also introduced to the
People Survey, a subset of questions focused on the experience
a manager creates for their team. A strong set of results were
achieved with a number of key strengths and improvements:
Employee engagement was high at a steady 71 out of 100
in the 2007 People Survey, compared to 73 out of 100 in
the 2005 People Survey and 70 out of 100 in the April 2007
Pulse Survey (Pulse surveys are smaller surveys carried out
in between People Surveys).
The first Manager Index scored 69 out of 100 globally, with
individual questions showing that managers are growing
stronger in coaching, (which scored 8 points higher when
compared to the 2005 People Survey), feedback, (which
scored 10 points higher when compared to the 2005 People
Survey) and recognition, (which scored 7 points higher when
compared to the April 2007 Pulse Survey).
Leadership continued its strong trend upwards, with
confidence in the strategy strengthening further. Confidence
in operating company senior management increased by 8
points, and trust and confidence in the function/business/
department increased by 8 points in the six months since the
April 2007 Pulse Survey.
Employees are feeling more cared for, with wellbeing
questions showing considerable improvement. 57% of
employees rated their operating company favourably on
taking a genuine interest in the wellbeing of its people
(+15 points on 2005 People Survey and +5 points on April
2007 Pulse Survey). 70% of employees rated their manager
favourably on supporting them to achieve a work-life balance,
which is +13 points on the high performing norm (externally
benchmarked best in class companies who have excellent
engagement coupled with strong financial performance).
Vodafone is focused on continual improvement and values
the feedback that the People Survey provides. Specifically
in response to employee feedback from last year, the Global
Change Framework was developed, a practical set of guidelines
with training to help employees effectively manage change
within the business.
The Group plans to carry out another full global survey in
November 2008. Targets have been set by each operating
company and Group functions to ensure that Vodafone
continues to drive engagement across the business.
Communications and involvement
Employee engagement remains a key driver for Vodafone.
Effective employee communication and the need to create
dialogue with its people is championed at Board level. Vodafone
continues to use its own products and services to reach out to
staff – the use of mobile technologies such as SMS, video clips
and mobile intranet sites is commonplace, all assisting in
sharing knowledge amongst employees, creating a sense
of global community and demonstrating the flexibility of
Vodafone’s products, allowing employees to become advocates
of the brand.
Visibility and access to the Executive Committee helps
create Vodafone’s open and honest communication culture.
The Chief Executive and other members of the Executive
Committee continue to host the Talkabout programme, which
puts executives on tour to visit the Group’s operating companies.
The Executive Committee use these sessions to discuss the
Group’s strategic goals, listen to employee views and provide an
opportunity to discuss the issues that most matter to employees.
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People
Vodafone employed approximately 72,000 people worldwide during the 2008 financial year, with a goal
to recruit, develop and retain the most talented, motivated people that are well aligned with the Vodafone
brand essence. The Group aims to do this by providing a productive and safe working environment,
treating people with respect and offering attractive performance based incentives and opportunities.
99%+ of managers globally
received training in the
total communications
strategy, products and
marketplace
Red
Being passionate
and energetic
Rock Solid
Being reliable and
following through
on promises
Restless
Continually striving
for improvement
and challenging
the status quo
Vodafone – Business
20 Vodafone Group Plc Annual Report 2008