Rethinking HR Management – Telenet Best Practices

Claudia Poels – Vlerick Management School – 12 June 2013

Telenet HR Management – Best Practices

�Key drivers to successfully drive change within an organisation:

�1. Change from within

�>> enhance involvement

�>> immediately create buy-in & facilitate adoption

�>> sense what actually lives within the organisation

�2. Dare to be disruptive

�>> clearly show things change

�>> wake up organisation

�>> enable to address & solve issues

2

Social Media within Telenet

3

1.

Need to review Social Media Policy

• Focus group composed of 20 call centre

employees

• In-depth discussions on personal usage of

social media

• Brainstorming on potential use of social

media in the Telenet business

• Realistic policy with respect to external

social media usage

• Development of internal social media tools

to drive collaboration and knowledge

sharing

Social media usage driving business

Repositioning mid-year review

4

2.

Rethink classic mid-year review

• Group discussion with the HR team on the

purpose and use of the mid-year review

• Different working groups based on Insights®

personality building blocks

• Re-dynamised decision process

• Clear, opposing points of view resulting in a

balanced decision

• Full turnaround of an evaluation moment into

an orientation & personal growth tool

Mid-year review as orientation tool

Introduction of the Coaching Compass

5

3.

• Easy, short questionnaire (16 questions) for employees to provide feedback on their direct management,

performed 2x each year

• Bottom-up feedback on management, coaching and organisation

• Basis for further development, allowing higher management to coach their direct management reports

• No evaluation purpose

Coaching & supportBottom-up feedback

on direct

management

Thinking Business

6

4.

Make the link between HR and Business by thinking exactly like them

• Understand what the company’s business consists of

• Learn the language of your business and your clients

• Actively apply the language in contacts with business and clients

HRM harmonization within the LGI Group

7

5.

Call to align Performance Processes

• Each subsidiary to present its best practices

with respect to performance evaluation

Processes

• Aim to come to one standardized common

performance evaluation system

• Grasp opportunity to entirely redesign

evaluation cycles within the group

• Future proof

• Disruptive (?)

Simplification & improvement

Process Sub A

Process Sub B

Process Sub C

8