Presentation by Mieke Hullebroeck during the 8th editon of Vlerick HR-day 2011.

1. Career Management
The employee’s Rough GuideTM
Vlerick HR Day Mieke Hullebroeck
June 8, 2011 Strategic Human Capital Manager

2. What do you like most?
2

3. Agenda
1. Intro
1.1. Why career management: HR & business strategy
1.2. Why career management: Employee satisfaction survey
TM
1.3. Self management – career management as the Rough Guide
2. Positioning of Belgacom’s Career Management and it’s building blocks
2.1. Personal Support
2.2. Training & Change
2.3. Career Centre & Talent Profile
2.4. Mobility Framework
3. Deliverables 2011
4. Storyline Career Management
3

4. Identity
Customer-centric, responsible
and innovative
We strive to maintain a consistent corporate
identity every day, in everything we do

5. Belgacom focuses on Customer Centricity,
Responsibility and Innovation
Customer Centricity
Our customer is king
Responsibility
• Belgacom takes a step forward from Focus on health, access
convergent products to convergent
services and a greener society
• Belgacom wants to improve the end-to- • Top Employer 2010
end customer experience from purchase • Official partner of UNICEF
to billing, through installation and repair,
but also during key moments • Exclusive sponsoring of sports (wo)men
• -70% CO2 by 2020
Innovation
78% of our products did not exist 15 years ago
• Belgacom TV is one of the three fastest-growing and most
innovative IPTV services in the world
• Investing in transformation: almost 10% of Group revenue
• 2009 innovation award for fixed network infrastructure
• Top 5 in the world for fiber-optic deployment
5

6. 1.1 Why Career Management
HR & Business Strategy
Satisfied and engaged
employees drive
customer satisfaction
What does the
employer want?
Business Strategy, SWP,
Succession
Management
What does the
What does the employer offer?
employee offer? CAREER Coaching Culture, Job
Skills, Experience, MGMT families & Career Paths,
Competencies, Broad banding
Knowledge Remuneration, Training,
Work-Life Balance, EVP
What does the
employee aspire?
Professional aspirations,
Goals, Ambition, Values
6

7. 1.2. Why career management ?
Input from Employee satisfaction survey
Career development remains the lowest scoring dimension
• Only 60% says to be satisfied on career development
• Compared to 2009 there is a slight improvement in 2010
• Yet, Career development remains the TOP1 priority on group level and appears in the Top3
priority domains to work on in all Business Units
Mobility aspirations of our Would you take into consideration to
employees have an interview with someone other
keep working in than your manager (N+1)?
current job
4%
12% ready for
promotion
NO
11% promotion with 22%
further support YES
53% and training 50%
want to move Maybe
20% horizontally 28%
leave Belgacom
group

8. 1.2 Input from Employee Satisfaction Survey
Employees who are satisfied about career mgmt:
Mention the following TOP 6 Motivators:
• Relationship with N+1, trust
• The amount of feedback they get from their boss about their
functioning and growth potential
• Be able to continue to grow in job and to learn
• Diversity of tasks
• Have the perception that they can influence their own career
• Are happy in their actual job
Employees who have the perception that they can influence their own career –
that they have their career in hands - are more satisfied
8

9. Career self management
9

10. TM
Career Management as ‘The Rough Guide ’
for our employees
10

11. TM
Career Management as ‘The Rough Guide ’
for our employees
Travel Career
• I choose a country • I choose a company
• I plan my journey • I reflect upon my career
• I get a framework (places to aspirations
visit, info on public transport, ...) • I get a framework: company’s
• I compose my own path with strategy and objectives, what
these building blocks (which competencies are required for
cities, which activities, which function (career paths,
adventurous, easy going, ...) career principles, carousel of
functions), HR framework,...
• I have the feeling of freedom,
but yet, I end up with the same • I compose my own path with
people in the same bars these building blocks
• I have the feeling of freedom,
but yet, I’m in line with
company’s objectives
11

12. 2. Positioning of Career Management within
Belgacom
Career management is about
creating the internal capabilities and culture and
offering the right tools and resources
to empower our people to proactively reflect and
act upon their own career development
The self reliance of the employee,
eliciting the person’s own solutions and resources,
is a key principle in our approach.
We however realise that this is not possible
without a thorough training of our team leaders,
and a clear definition of the process.
12

13. 2. Belgacom’s Career Management
Building a Coaching Culture
It is our goal to create a “coaching culture” where coaching
empowers our people to proactively develop themselves and others.
How will we create this?
Based on self reliance
of the employee
The 4-pillar career model
Personal support Training Career Center Mobility
Team leaders are Formal learning to 24x7 access to Increase and
first line, career build coaching online coaching revalue mobility
consultants second capabilities resources (tools, opportunities
line for support (employees and literature, Talent within Belgacom
towards employees team leaders) Profile) context
Embedded in our HR framework and processes
13
(e.g. Job families with broadbanding, PMP with more focus on development, ...)

14. 2.1. I’m an employee wanting to reflect on my career...
The process
Support Team leader
Build a coaching culture
Career Centre Online
With Talent Profile
Assessments and inventory
of personal aspirations
Career Consultant
Career counselling approach
for specific need or question
Supported by a Mobility Framework that enables career moves 14

15. 2.1. I’m a team leader having to deliver support...
What do we foresee?
Training for Team leaders on
Support Team leader
quality conversations and the
Build a coaching culture
career management process
Team leader finds Online
Career Centre information
With Talent Profile
on Career Centre
Assessments and inventory
and has insight in the N-1’s
of personal aspirations
Talent Profile
Career Consultant
If I can’t deliver further support,
ICareer counselling approach
can count on the career consultants
for to help me and/ question
specific need or or the employee
Supported by a Mobility Framework that enables career moves 15

16. 2. Belgacom’s Career Management
Building a Coaching Culture
It is our goal to create a “coaching culture” where coaching
empowers our people to proactively develop themselves and others.
How will we create this?
Based on self reliance
of the employee
The 4-pillar career model
Personal support Training Career Center Mobility
Team leaders are Formal learning to 24x7 access to Increase and
first line, career build coaching online coaching revalue mobility
consultants second capabilities resources (tools, opportunities
line for support (employees and literature, Talent within Belgacom
towards employees team leaders) Profile) context
Embedded in our HR framework and processes
16
(e.g. Job families with broadbanding, PMP with more focus on development, ...)

17. 2.2. Building the internal capabilities
HR moments of truth versus employees
Talent
Profile Go
Live
Jan Feb Mar Q2 Q3 Q4
Performance
Eoy 2010
Continuous progess review Continuous progess review Eoy
Set Goals
& rapid feedback
MYR & rapid feedback 2011
Vision Career Center Review Development
Progress
Career
Career
Counselling
JobFa career
paths
1 2 3 2 4
•Importance Teasing on how to review & • How to do a Teasing on how to • How to
of obj setting give feedback good MYR review & give evaluate
Comm
• How to set • Focus on feedback contributions
& cascade Career • Translate
goals discussion & into career
•Core comp development actions
plan
Team-up for
Training
E-learning E-learning E-learning E-learning
Results N & N+1
Training Career Consultants
17
Creating a culture of quality conversations

18. 2.2. Building the internal capabilities
Training as support - How?
Results
4 e-learnings throughout the year: Company-wide training on:
• Objective setting • Sensitisation
• Giving feedback • My role
• Career conversations • Skills
• End of year evaluation • Divisional roll-out
• 1200 employees and team leaders in
2011 18

19. But remember, training doesn’t resolve
everything...
(movie)
Culture does!
Belgacom’s HR Strategy:
Career Management is a key building block in the roadmap
towards a supportive people environment
19

20. 2. Belgacom’s Career Management
Building a Coaching Culture
It is our goal to create a “coaching culture” where coaching
empowers our people to proactively develop themselves and others.
How will we create this?
Based on self reliance
of the employee
The 4-pillar career model
Personal support Training Career Center Mobility
Team leaders are Formal learning to 24x7 access to Increase and
first line, career build coaching online coaching revalue mobility
consultants second capabilities resources (tools, opportunities
line for support (employees and literature, Talent within Belgacom
towards employees team leaders) Profile) context
Embedded in our HR framework and processes
20
(e.g. Job families with broadbanding, PMP with more focus on development, ...)

21. 2.3. Career Centre
=
CAREER CENTRE
CAREER PATHS &
CAREER MGMT DEVELOPING
PRINCIPLES -
WITHIN BGC YOURSELF
COMPETENCIES
CAREER TALENT
CAREER TESTS
COUNSELING PROFILE
• The career centre (Intranet) offers 24/7 support in the employees career
reflection process and gives full access to online coaching resources
• It is one of the requirements to be able to speak about self reliance of the
employee and serves as a career compass
• It is a such the “Rough Guide” for career development at Belgacom
•Also contains the Talent Profile, the personal career related information an
employee wants to share with the company.
21

22. 2.3.1. Talent profile (1/4)
• A self-owned dynamic tool within the Career Centre
• Is the Personal Picture an employee wants to share with his/her manager and the HR community.
• Gives an overview of the past achievements, the current strengths and weaknesses (competencies) and the
future career aspirations of an employee.
Multiple goals:
- Personal reflection tool
- Tool to assess competencies, skill and learning gaps
- Tool for Talent screening
Impact on career development, employee engagement and alignment with future
organisational needs (functions of the future, critical paths)
HR SPACE
Feedback on
conversations
22

23. 2.3.1. Talent Profile (2/4)
Experiences
• Simplification of existing
tools (my CV)
• Overview of past
experiences, projects,
education, and
acomplishments
23

24. 2.3.1. Talent Profile (3/4)
Competencies
• Facilitates reflection and makes
aspirations concrete
• Shows gaps
• N vs N+1
• Now and vs aspired functions
• Basis for open discussions
• Link with training catalogue
Functional competencies based on
Strategic Workforce Planning &
business exercises
24

25. 2.3.1. Talent Profile (4/4)
Aspirations
The tab ‘Aspirations’ will give the
employee the possibility to indicate his
personal career aspirations:
• Readiness to move
• Where to
• How
This overall input from the Talent
Profile will be structurally
embedded in HR processes such as
Talent Review (to facilitate career
moves), Recruitment and in specific
Project searches (to detect the best
adequate profile in the company)
25

26. 2. Belgacom’s Career Management
Building a Coaching Culture
It is our goal to create a “coaching culture” where coaching
empowers our people to proactively develop themselves and others.
How will we create this?
Based on self reliance
of the employee
The 4-pillar career model
Personal support Training Career Center Mobility
Team leaders are Formal learning to 24x7 access to Increase and
first line, career build coaching online coaching revalue mobility
consultants second capabilities resources (tools, opportunities
line for support (employees and literature, Talent within Belgacom
towards employees team leaders) Profile) context
Embedded in our HR framework and processes
26
(e.g. Job families with broadbanding, PMP with more focus on development, ...)

27. 2.4. Mobility Framework
Creating a supportive mobility framework by:
1. Carousel of functions
2. Career Paths and Career Principles
3. Talent Review Board
And embedding this into HR-rules, processes and communication 27

28. 2.4. Mobility framework
2.4.2. Creating transparency on career moves
Career Path Transparency:
“What career possibilities can you envisage within the organisation, given your
current role within the organisation”
Career paths are no longer the rigid definition from the company’s perspective, but it
is about creating transparency on possible and desired career moves
• Classical career paths
• A view from the trunk
• Vertical path
• Less freedom for employee
• Defining the way to the top
• Career Principles
• A view from the crown
• More based on general principles
• Stimulus for horizontal mobility
• More relevant in the context of ‘boundaryless careers’
and higher levels
28

29. Career principles:
Supporting Self Management
Career Principles – example HR
“You should have experiences in two HR
domains before being eligible to become an HR
Manager”
Plan your own journey:
-Via Recruitment officer
-Via HR Business Partner
-Via HR Operations
-Via Career Consultant
-Via Compensation & Benefits
• Places to stay
• I know how to get there
• I know the price/investment
29

30. 2.4.3. Talent Review Board (1/2)
Yearly process to discuss certain employees’ aspirations and performance, and to
link this with company objectives.
Supporting process for self management and self reflection (in Talent Profile)
Who is being discussed?
• Indicated: Open to move within one year (as indicated in Talent Profile)
• Performance: highest and lowest performers
• High Potentials
• Future gaps (Strategic Workforce Planning: identifying critical functions)
• Succession management
• Input of other Talent Reviews
30

31. 2.4.3 Talent Review Board (2/2)
Different inputs towards the Talent Review
MACRO
Business Strategy & SWP, Future skills,
Strategic Workforce Planning Gaps &
Excesses
PERFORMANCE Training
Academies
MGMT Perfor-
mance Internal
TALENT Mobility
REVIEW
Structured
redeploy.
Proactive
Sourcing
CAREER Individual
MGMT Aspirations
MICRO
Getting the
right people
at the right
place at the
right time
READINESS TO MOVE
31

32. 3. Deliverables 2011
• Include the coaching and career message in the As from January
general HR storyline and communication plan
• Develop and roll-out the training “Team Up for As from June
Results” (pilot early June)
• Communication on career management concept
(recurring!)
June/July (MYR)
• Launch of Talent Profile 2011
• Kick-off of Career Consultants in new role
• Development Mobility Framework
• Career Paths & Principles: exercise with business Q3 2011
• Defining Carousel of Functions
32

33. 4. What’s career within Belgacom
The storyline towards our employees
W Matching Focus on
H Development individual horizontal
A on the job aspirations with mobility & job
T company needs enrichment
W You are the Together with Career
H owner of your N+1 Consultants
(realistic sounding
O your career board & coach) in 2nd line
H Think about It’s not easy, and
O Open and
who you are, requires your
W constructive what you want full commitment
Supported
In it for by: Development
It will give you You are in
• Process • Training of N and N+1 make
YPerformance important (focus on MYR) control, and actions
• Talent Profile insights
O • Mobility framework aspirations
supported
your
tangible
• Career centre
U • Talent Review Board 33

34. Thank you for your attention
Q&A

35. Article “Career development in best-practice
organisations: critical success factors”
Source: Optimum, The Journal of Public Sector Management • Vol. 29, No. 4
(In) Best practice organisations:
1. Top management commitment and support is key
2. Invest in career development
3. Career development is aligned with personal goals as well as corporate objectives
4. Have a culture which values, supports and rewards learning
5. Responsibility for career development is shared
6. There is accountability for career development
7. Give managers training on how to help employees with career development
8. Give employees the processes, information, tools and resources they need to develop
their careers
9. Are good at communicating with employees
10. Offer their employees a number of development options
11. Emphasize experiential learning
12. Integrate career management processes into other key human resources processes
13. Identify and give special attention to high potential employees
14. Focus on identifying leadership throughout the organisation Direct impact of
15. Regularly evaluate their career development system Career Management
approach 35
Indirect impact