Stephen Cunningham started his career in sales and line management
in financial services. Having led increasingly large teams
through several mergers and change programmes he joined one
of the management consulting firms, HAY group. At HAY he established
an education business focusing on the leadership development
needs of the 25,000 schools in the U.K. He then went on to
be the European practice leader for HAY Group’s talent and
capability practice focusing on talent and top team effectiveness.
In 2008, he joined Vodafone as the Group Talent Director and
is responsible for the talent, performance management, resourcing
and diversity & inclusion approaches for Vodafone globally.
U-turn Journey
Vodafone Turkey has gone through a significant U-turn with
an increase in the revenue market share from 18.6 to 28.3
in 2,5 years, enabled by around 30% YoY revenue increase for
six quarters consecutively. The journey of the U-turn started
in early 2009 after a long-lasting market share and revenue
decline, which had slowed down the strong momentum to build
the equity of the Vodafone brand as an Employer of Choice.
One of the key enablers of the U-turn success has been an
exceptionally diligent and focused talent management process
that has been pursued against the challenge of the slown down
around the employer brand equity built in the local market.
The biggest lever of the success has been the cultural shift
around how the organization worships talent as well as how
much it raises the bar to identify and calibrate and then
take risk to appoint the talent to stretched roles for the
acceleration of their growth.
Vodafone Turkey has vitalized an inclusive talent management
culture, where all the people managers are involved in the
talent identification/mapping process as well the succession
planning discussions. The organization welcomes talent management
as an integral part of the line management accountability,
well sponsored by top management. Human resources team never
positions itself as the owner or the controller of the process,
but merely the consultant and coach of an end-to-end seamless
execution. The game changer that has enabled the shift was
the inclusive approach to the talent process that boosted
the ownership and dedication of the top and mid-level management
across the board.
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