SHRM Practices in Vodafone

1. SHRM
PRACTICES IN
VODAFONE

4. VODAFONE COMPANY

5. INTRODUCTION
 Founder – Ernest Harrison, Gerry Whent
 Headquarters – Newbury, Berkshire, England, UK
 CEO - Nick Read
 Founded – 16 September 1991
 Predecessors – Racal Telecom (1981-1991)
Voda – Racal Telecom (1985-1991)
 Industry – Telecommunications
 Products – Fixed Telephony, Mobile Telephony,
Broadband, Digital Television, Internet
Television, IPTV, IoT.
 Divisions - Vodafone Global Enterprise

6. • It predominantly operates services in Asia, Africa, Europe, and Oceania.
• As of March 2022, Vodafone owns and operates networks in 22 countries, with partner
networks in 48 further countries.
• Since 2017, Vodafone's global advertising has used the slogan 'The future is exciting.
Ready?'. The previous slogan, since 2009, was 'Power to You'

7. The name Vodafone comes
from VOice DAta FONE
Chosen by the company to "reflect
the provision of voice and data
services over mobile phones".

8. VODAFONE OPERATIONS
AFRICA
• Egypt
• South Africa
• Ghana
• Kenya
• Tanzania
• Mozambique
• DR Congo
• Lesotho
Middle-East
• Qatar
• UAE
• Oman
• Bahrain
The Americas
• Chile
• Brazil
• USA

9. ASIA
• India
• Japan
• South Korea
• Hong Kong
• Singapore
• Thailand
• Vietnam
• Malaysia
• Sri lanka
• Afghanistan
• Armenia
• Turkmenistan
• Uzbekistan
Oceania
• Australia
• New Zealand
• Papua New Guinea
• Fiji
• Samoa
• Cook Islands

10. Europe
• Albania
• Czech Republic
• Germany
• Greece
• Hungary
• Ireland
• Italy
• Netherlands
• Portugal
• Romania
• Spain
• United Kingdom

11. Vodafone in India
1994
The cellular service Max Touch was
launched in 1994, via a joint venture
between Hutchison Whampoa and the
Max Group.
2000
In 2000, Max Touch was rebranded to
Orange. When France Telekom acquired
worldwide rights to the Orange brand, the
service was rebranded to Hutch.
31 Mar. 2007
On 31 March 2007 Hutchison Essar
Limited (in Hutch Essar) sold its 67.1%
stake to Vodafone.
21 Sep. 2007
On 21 September 2007, Hutch was
rebranded to Vodafone India.
July 2011
In July 2011, Vodafone Group bought the
mobile phone business of its
partner Essar for $5.46 billion with
acquiring a majority stake. This meant
Vodafone owns 74% of Essar.

13. VODAFONE-IDEA
(VI)
• It was announced in March 2017 that even Idea
Cellular and Vodafone India would be merged. The merger got
approval from Department Of Telecommunications in July 2018.
• As of March 2018, Vodafone India had a market share of 21% and
with its merger with Idea, the collective Vodafone Idea network has
approximately 375 million subscribers and is the Third largest
mobile telecommunications network in India.
• On August 30, 2018, National Company Law Tribunal gave the final
nod to the Vodafone-Idea merger. The merger was completed on
31 August 2018, and the newly merged entity was named Vodafone
Idea Limited.
• The merger created the largest telecom company in India by
subscribers and by revenue.
• Under the terms of the deal, the Vodafone Group holds a 45.2%
stake in the combined entity, the Aditya Birla Group holds 26% and
the remaining shares will be held by the public.
• On 7 September 2020, Vodafone Idea unveiled its new brand
identity, 'Vi' which involves the integration of the company's
erstwhile separate brands 'Vodafone' and 'Idea' into one unified
brand.
• As of 31 May 2021, Vi has a subscriber base of 258.45
million, making it third largest mobile telecommunications network
in India and 11th largest mobile telecommunications network in
the world.

14. VODAFONE PUG ADVERTISEMENTS

15. VODAFONE ZOOZOO ADVERTISEMENTS

16. VODAFONE
LOGO
EVOLUTION

17. VODAFONE SHRM
STRATEGIES

18. Recruitment &
Selection
• Vodafone’s recruitment and selection process is
aligned with their business strategy, as they are in the
business of providing services and their market
position is a leader with differentiations, therefore
when they recruit individuals on different seats, they
have set of core competencies that are required for
each position and they check these while hiring
someone.
• Their selection process makes sure that the right
person with right set of capacities and attitude is
selected, for example if they are hiring for the position
of customer service they would make sure that person
being hired has the soft skills, the empathic attitude
and is not aggressive in nature. They have devised a
set of such soft skills that are evaluated on each of the
hiring and these skills vary from position to position.
For managerial level position they make sure they hire
someone with good analytical skill along with flare of
leadership in them.
• So in Vodafone the entire selection process is linked
with the corporate objectives.

19. Training and
Development
• Training and Development is an important component of
their human resource strategy. They keep on adding value
in their human resources by training them on hard skill
and soft skill whatever is required by the nature and role
of the job. The processes start from identifying the
training needs of each of the department. They after
understanding the objective of the each of the
department for the coming year, asks the relevant
managers to identify and evaluate the individuals in their
teams that require the training and development in
certain areas of their job. These training needs can be of
soft skill and also can be of hard skills that are directly
related to the job.
• Once the training needs are identified then human
resource department manages the training calendar of
the year, in which all the required training are mentioned
and employees are sent for on job and off job training.
Human resource department also have the eye on the
upcoming expansions and technological developments in
the market so the relevant employees can be trained
before the time and they are ready to work when there is
any technological advancement and change in the
organization.

20. Learning
• Human resource department of the organization put
special emphasis on developing the learning culture
within the organization. Employees are encouraged to
share their experiences and learning with each other so
that team members can have a learning culture in the
organization. Since Vodafone is working in different
geographical regions of the county, therefore they
make sure that employees are encouraged the
learning’s regarding technical and marketing
knowledge with each other, so that employee of one
region can learn from the experience of the other
region.
• As discussed above they also send employee on
training, they also send different employees of different
department to their different geographical markets so
that they can have the training of various situations and
have the understanding of various markets, that
rotation also helps employees and increase the
learning within the organization.

21. Career Building
Since attracting and retaining the quality employee is challenge
for the organizations working in today’s competitive market,
therefore Vodafone have the policy of having a clear and well
defined career path for each of their employee. This clarity of
career path makes it clear for employee that where they should
see themselves after spending different number of years in the
company. The department also makes sure that all the career
advancement of the employees are based on their performance
and every top performing employee should have the
advancement in their career, this policy helps to control the
employee turnover and encourage employees to work hard and
perform as they would have the chance to grow.

22. Empowerment
• Vodafone is working in competitive
environment and to stay ahead of
competition it is very important for
organizations to have the fast and correct
decision making. Therefore the human
resource department put the special
emphasis on empowering the employee
for timely decision making.
• For this purpose they have worked in
devolution of power, decentralization of
decision making and flatter organizational
culture. They have been working on the
dimensions on giving the employee the
power of making the less critical
decisions and top management should
only be making decision that are or
critical nature are of strategic
importance.
• This empowerment of employees gives
them sense of responsibility, increases
their commitment towards the
organization and save the precious
business time that is required to take the
decision from top management.

23. Delegation, Mentoring and Coaching
There are some other activities that play their role in strategic management of the performance of the
organization, Vodafone on the also using the three of the activities that are delegation of power with
responsibility, proper mentoring and feedback system, and coaching.
Vodafone believes in delegation of power to the employees that are responsible for achieving certain
targets, as responsibility comes with authority, same is the philosophy that is applied throughout the
Vodafone. Their culture is devolution of power so de-centralization, they try to give maximum power to
their employees so that they can achieve their responsibilities with given authority.
Vodafone also believes in mentoring and coaching of employees, managers are encouraged to act as
mentor for their team members, this also involves on job training for the teams, this systems
encourages learning environment in the organization.

24. Monitoring and Feedback
Monitoring and feedback system is an important part of the organizational performance management;
same is the case with Vodafone. They have proper monitoring and feedback system that helps us
monitoring the performance and individuals and teams. They have a quarterly performance
management system that relates the performance of the employees with their objectives of that quarter.
After the evaluation and monitoring of the performance of teams then feedback is provided to them. That
system helps the organizational performance on the track and helps the organization to stay on their
performance objectives throughout the year.

25. Employee
Relations
• Vodafone puts special emphasis
on managing good relations with
their employees; they believe
that their employees are their
more important assets, their
human resource policies are more
focused towards managing their
employee’s relations with the
organization.
• Their performance evaluation,
benefits and compensation
system is targeted towards
retaining their employees and
maintaining their motivation with
the organization.

26. Retention
• As it is very important for organizations working in
competitive business environment, Vodafone’s human
resource practices also work in the same way, they try
to retain their quality employees to go to the
competition.
• Their retention strategies revolve around the good
compensation and benefits, pay per performance,
rewards and increments on good performance and then
having the well-defined promotional system that gives
the chance to every employee to perform and build
their careers and then grow.
• Their retention policy is derived from the strategic
objective of the organization to be diversified in their
business, and same is the case in their human resource
management