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France Telecom (FT) Case Study

France Telecom (FT) Case Study. IV- HR’s driving role of leading the capacity building process as a strategic goal. Lecture 8. Letter Of Strategic Guidance. Transposition in Strategic Plans and goals. Transposition In tactics. Capacity Building Plan. Leads and Orientation

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France Telecom (FT) Case Study

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  1. France Telecom (FT) Case Study IV- HR’s driving role of leading the capacity building process as a strategic goal Lecture 8

  2. Letter Of Strategic Guidance Transposition in Strategic Plans and goals Transposition In tactics Capacity Building Plan Leads and Orientation Divisions functions Capacity Building Plan Business Units « BU » Information of the Representatives Authorities : Enterprise Committee Central Committee Plan development Process Vision : Local plans Business Units Help for the Decision making process in terms of budget

  3. Capacity Building Plan • Objectives • Develop professional paths in alignment with guidelines and in respect of converging employees and company interests • Adapt to evolutions and anticipate the needs in terms of competencies • Favorise mobility

  4. Capacity Building Plan • It will allow : • Budgetary arbitration in terms of training • Formal presentation to personnel representatives authorities • Global view of the training effort of the organisation

  5. Different steps of the Capacity Building Plan management • Development • Implementation • Driving and follow-up

  6. Development of the Capacity Building Plan • Elaborate the training guide • Express divisions needs • Feed-back on expressed needs in function of • Forecasts • Consolidation of forecasts for budgetary arbitration • Final budget and split of budget (% of total salary amount allocated for capacity building) • Individual needs • General organisational guidelines • Main organisation projects

  7. Letter Of Strategic Guidance Transposition in Strategic Plans and goals Transposition In tactics C.D.P Competencies Development Plan 3 1 2 5 6 4 Training Guides L.I.P.C Local Individual Plan of Compétences The Steps Documents Development of Competencies Level of General Management Level of Division/Branch Unit Level L.C.D.P Local Competencies Development Plan Development of Plan 1 Distribution plan 2 Input collective needs 3 Input individual needs 4 Individual objectives Feed-back of plan 5 Arbitration and decision 6

  8. Guideline « B » : Adapt competencies to organisation and process evolutions : This guideline comprises operational objectives linked to big projects of the organisation, of the activities and services, the driving systems, the introduction to more performing information systems and the revenues development. Driving activities & services : Organisational evolutions aim at improving functioning mode and relationship between pilot and driven. The driving system is more and more important within organisations with activities, services, intervention, production…Operational objectives to lead organisational activities are :… Extract of the Capacity Building Plan

  9. Extract of the Capacity Building Plan Business Unit Designation Designation Of Local Competencies Development Plan Designation Of EO Product Nb And Name Number of such training action And length of training action Product Nb And Name Topic Category Concerned Job family • Cost issues : • Cost of action • Wage cost • Location cost

  10. The Capacity Building Plan • Three typologies of training actions • Adaptation to work post • Bring operational knowledge to the business skilled employee • Job Evolution or Stay in the present job • Coach an employee in the changing environment : business, job content, new practises • Development of skills • Develop what makes an amployee perform in his/her job, not depending on the post itself or tasks themselves

  11. Implementation Results of CDP (plans) Analysis of results per area Needs per modules Needs for free terms Needs for New Actions Producers/trainers Analysis Needs/ Engineering Architecture / Resources/Concept/Delivery Hypothesis of production plans Validate planning of trainers Linked with project plans Validated plan Still to plan

  12. Driving and follow-up • Consists of • Validating objectives of Capacity Building production for the current year per training types (face-to-face, mentoring, e-learning) and per trainer. • Following monthly what really is done in order to detect gaps • Giving feed-back to the different stakeholders and partners

  13. Numbers Including 700 000 hours in mentoring/tutoring And 470 000 hours in asynchronous E-learning

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