Change & OD | HR for Scale-ups | Leadership | Strategy | Talent management | Strategic HR
Strategic HR transformation to drive growth and performance at Telavox
Company: Telavox
Background
Telavox, experiencing rapid growth of 50-100% per year, faced significant challenges in attracting talent to key roles, managing high employee turnover, and developing a strong pipeline of leaders. The HR function was primarily focused on recruitment rather than acting as a strategic partner. To address these business-critical challenges, Telavox sought to define a comprehensive HR strategy and build a department capable of supporting their ambitious goals.
The needs and delivered solution
HR strategy
Defining strategic priorities: Through interviews with key leaders, the management team, the HR team, and other stakeholders, as well as workshops, data collection, and analysis, three strategic HR priorities were identified: Engaged Performance, Elevated Leadership, and Attractive Employer.
HR operating model
New direction and resources: The HR operating model was redefined to align with the new strategic direction. The current HR team was onboarded, and additional resources were recruited to deliver on the strategic priorities. HR operations were also matured to meet basic requirements.
Implementation
Engaged performance: Although Telavox employees were highly engaged, a lack of direction and clarity hindered their full potential. Processes for goal-setting, follow-up, coaching, and development were established, and a pay-for-performance system was introduced. Communication around direction and targets was increased, and a survey tool was implemented to evaluate “engaged performance” and gather employee feedback.
Elevated leadership: While processes and training around “engaged performance” built certain leadership competencies, additional development was needed. Trust in top management had to be strengthened, and line managers needed to build business and strategic acumen. The Telavox Leadership Role Model was defined with input from the management team, strong line managers, and employees. A learning journey was designed and implemented for all line managers and potential leaders.
Talent magnet and accelerator: Insights on attractors and retainers for key recruitment target groups were gathered through qualitative and quantitative data. A tactical plan was developed to reduce recruitment lead times and attract more female co-workers to software development roles. The pre-existing onboarding process was enhanced to reduce time to performance and ensure cultural fit – thereby reduce turnover of new employees.
HR operations: Responsibilities of HR Ops were clarified, and routines, tools, and methods were established to comply with legislation, provide a safe work environment, and handle employee relations.
By addressing these needs, Telavox aimed to transform its HR function into a strategic partner capable of driving engaged performance, elevating leadership, and becoming an attractive employer. This comprehensive approach ensured that the HR strategy was aligned with business goals, fostering a culture of growth, clarity, and feedback.
Viktor Karlsson
CEO, Telavox
Fenix took over an administrative HR department and quickly started shifting its focus to becoming a business partner with Telavox’s strategic challenges in mind. Today, we’re attracting more talent, employees stay longer, and our managers perceive that individual performance has increased. We’re now starting to get ahead of our peers in terms of HR structures and leadership practices.
Viktor Karlsson
CEO, Telavox
Fenix took over an administrative HR department and quickly started shifting its focus to becoming a business partner with Telavox’s strategic challenges in mind. Today, we’re attracting more talent, employees stay longer, and our managers perceive that individual performance has increased. We’re now starting to get ahead of our peers in terms of HR structures and leadership practices.
Results
Increased eNPS by 23 points
New employee turnover reduced by 20%
Reduced voluntary turnover by approximately 10%
Increased the number of exceptional performers by 6.2%
Female applications increased 5x for software development roles
Female employees increased from 20% to 28% during the period and later gender ratio reached 50/50
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