Building upon foundations
Once initial plans were kick-started, Abbas got deeper into foundation-building for the HR function by creating best practice initiatives in areas such as employee engagement surveys, policy and governance, compensation and benefits, and HR metrics and reporting.
“One particular success from that period has been our use of employee surveys that focus on just a few areas to get feedback every few months, as opposed to the big annual employee engagement surveys a lot of companies use,” Abbas highlights.
“This has enabled us to get faster access to employee feedback and get enough details to drive meaningful changes based on that,” he explains.
An example of how HR used regular feedback to drive change was through the first survey conducted in 2013. That survey was centred on culture and Pacnet as an employer.
Feedback collected led to two major initiatives – the first being the development of the company’s new Core Values which were rolled out at the turn of this year. The second was the introduction of a Career Management initiative to provide employees with guidance and tools to develop their careers at Pacnet.
One of the key metrics Pacnet also began using was an Employer Net Promoter score. This enables Pacnet HR to measure employee satisfaction with the company, in the same way as customer service departments measure customer satisfaction. Being one of the first telecom companies to use this data-based approach has also given the company a strategic advantage in retaining talent within the industry, Abbas says.
Along with driving transformation, HR continued its normal day-to-day operations, keeping up its efforts to bring in more leadership talent for the business, fine-tune the function’s overall approach, and roll out items such as a new relocation policy to enable staff to take advantage of mobility opportunities when they arose.
“This brought us close to the end of 2013,” says Abbas. “The company was recovering well from the changes of 2012 so the leadership team decided that 2014 would be when we really pushed to drive higher performance in the business.”
Building upon foundations
Once initial plans were kick-started, Abbas got deeper into foundation-building for the HR function by creating best practice initiatives in areas such as employee engagement surveys, policy and governance, compensation and benefits, and HR metrics and reporting.
“One particular success from that period has been our use of employee surveys that focus on just a few areas to get feedback every few months, as opposed to the big annual employee engagement surveys a lot of companies use,” Abbas highlights.
“This has enabled us to get faster access to employee feedback and get enough details to drive meaningful changes based on that,” he explains.
An example of how HR used regular feedback to drive change was through the first survey conducted in 2013. That survey was centred on culture and Pacnet as an employer.
Feedback collected led to two major initiatives – the first being the development of the company’s new Core Values which were rolled out at the turn of this year. The second was the introduction of a Career Management initiative to provide employees with guidance and tools to develop their careers at Pacnet.
One of the key metrics Pacnet also began using was an Employer Net Promoter score. This enables Pacnet HR to measure employee satisfaction with the company, in the same way as customer service departments measure customer satisfaction. Being one of the first telecom companies to use this data-based approach has also given the company a strategic advantage in retaining talent within the industry, Abbas says.
Along with driving transformation, HR continued its normal day-to-day operations, keeping up its efforts to bring in more leadership talent for the business, fine-tune the function’s overall approach, and roll out items such as a new relocation policy to enable staff to take advantage of mobility opportunities when they arose.
“This brought us close to the end of 2013,” says Abbas. “The company was recovering well from the changes of 2012 so the leadership team decided that 2014 would be when we really pushed to drive higher performance in the business.”
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