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Acquisition, training and retention of talent

Human Resources aspires to create the best team for change, building talent for the future. Therefore, in 2014, over 3.7 million hours were devoted to training in the Group.

Training at Telefónica is completely aligned with the Company's strategic plans. It is the best way of ensuring that we have the best talent, with the necessary abilities to guarantee our transformation project and future strategy.

In 2014, over 3.7 million hours of training were given in the Group. The training opportunities are structured through different tools: on-site training (Universitas and specialised courses) and online training (e-learning programmes).

Approximately 80% of the training currently carried out in Telefónica is linked to business strategy and 20% forms part of our employees' free choice offer.

With regard to training through individual development plans (IDP), we have put in place the mechanisms that allow us to, continuously and online, identify training needs, enabling us to provide a comprehensive and immediate response when these needs arise.

Telefónica España: Schools of Excellence

One of the differential projects linked to professional development that we have at Telefónica España is the Schools of Excellence project. Its aim is to boost the development of our professionals, strengthening talent through cutting-edge training programmes in line with the strategic aims of the Company. This is the best way of ensuring we have the key skills needed for our transformation. Since 2009 and as of year-end 2014, over 3,964 of our professionals at Telefónica España have participated in this project in one of our two schools:

The School of Business Excellence: aims to provide our professionals with in-depth knowledge of business management and marketing, as well as driving them towards the highest level of focus and excellence in customer care.

The School of Technical Excellence: aims to drive the technical leadership and transformation of the network, services and systems, as well as promoting an understanding of the technology from a customer viewpoint.

The programmes are designed from the perspective of training courses, combining different strategies and training support methods that facilitate learning and better assimilation of the contents. Additionally, they complement other high-value training activities such as round-table discussions, permanent classrooms, lecture series, technological conferences, etc.

This training model was awarded the Premio Cegos for the 2014 Best Practice in Training and Development.

Internal Social Network through the Yammer platform.

At Telefónica, through the Yammer platform, we have developed an internal social network to maximise the relationship between employees and promote productivity in our workforce. In 2014, we have continued to dedicate ourselves to its consolidation. It is a technological website (Enterprise Social Network) based on a system that enables the Company to facilitate a transversal collaboration, through which information and knowledge are shared and which contributes to the change and transformation of Company processes. It is open to all employees, who have freedom to create communities.

UNIVERSITAS TELEFÓNICA

Universitas Telefónica is the meeting place for our professionals, where talent for the future is built. Training is given on campus in Barcelona and programmes are also run in other geographic locations, which are rolled-out under the 'On the Road' initiative.

The Telefónica culture and its values are an intrinsic part of all programmes; best practices are shared and the Company's challenges and strategy are examined. The aim is to accelerate the transformation of our business through the training of our professionals.

Universitas has reinvented its business model by offering on-demand courses. Universitas participants benefited from its new advisory service for designing and developing programmes, training actions and tailored meetings. The team responsible for the Universitas programmes are experts in leadership, restructuring, managing change, innovation, e-commerce and e-learning. Moreover, they are professionals aligned with the business priorities and the vision of ExCom (the Executive Committee). Their level of involvement in the design process is flexible to business needs. And these vary: from complete accommodation services to the development or teaching of a tailored programme.

In 2014, Universitas impacted 6,512 employees, 57% more than in 2013. It ran 60 programmes, 40% more than the previous year. 65% of the teaching staff were Telefónica employees, while in 2011 this figure was only 5%.

Corporate e-learning (Online A+/Universitas)

2014 saw the consolidation of the e-learning training model at Telefónica as shown by the excellent workforce penetration data and the assessment issued by users in various questionnaires for this purpose.

2014 was also the year of consolidation of the Virtual Classrooms, with an increase in participation and in user assessments: the increase is from 98,528 hours in 2013 to 224,055 hours in 2014, which represents an increase of over 56%.

The e-learning offer has therefore become a very important feature in the development of our professionals, as well as in achieving the aim, driven by the Company, of becoming the first Digital Telco. Our model is based on open and collaborative training.

Talent management

At Telefónica we understand that people are the Company's greatest asset. Therefore, one of our main management focuses is promoting initiatives that boost the professional development of our teams.

Accordingly, we implement and favour programmes that help us identify and evaluate the talent in our organisation, as well as develop our professionals' key abilities in order to successfully tackle the Company's transformation process.

Aspects such as processes to evaluate talent and skills and the development programmes derived from them form the cornerstone of our professional development model.

The identification and evaluation of talent allows us to draw up a map of managerial talent for the whole Company, as well as a structured succession plan. These are fundamental tools in differential management and in the promotion of a meritocracy culture that can facilitate decision-making in aspects such as development, organisation, remuneration, etc.

In 2014 a talent review was performed on over 91% of the Group managers. This process promotes the Be More transformation programme, which evaluates the attitudes that we want in the Company (Discover, Disrupt and Deliver) for the entire collective and also business skills for those collectives assigned to professional careers.

Every year, this initiative reaches 2,000 professionals at different levels within the Company.

Additionally, it highlights the evaluation of skills that we encourage for more than 23,000 professionals. This process promotes the Company's Be More culture, with the fundamental aim of guaranteeing communication, conversations about development and feedback between managers and their teams.

Development programmes

The initiatives for the assessment and identification of talent advance the professional development of our employees by offering a platform that is in line with the needs of the business and the needs of individuals. The aim: to guarantee the key profiles for the future of the Company.

Highlighted features include:

  • Personalised development programmes for managers and high-profile heads. Example: Talentia, aimed at female managers of people with potential.
  • Programme for young professionals.
  • Commercial quarry.
  • New appointments.
  • Internal mentoring programme: advances Telefónica's own management style and contributes the necessary tools for managing teams, business vision and alignment with the strategy.

Young talent

Telefónica strives to attract young people from the generation of digital natives, indispensable in a sector as dynamic as ours. In 2014, a total of 9,047 young people under 30 were hired throughout the Group, 3.5% more than the previous year. In the selection process, the most important considerations were their ability to anticipate the challenges of change, their interest in the client and their ability to work as part of a team.

In line with the drive for young talent, our global scholarship programme included 1,382 young people during 2014.

In the Talentum Universities, Telefónica España has a long-term (12 month) internship programme in collaboration with Fundación SEPI. It is aimed at young university graduates under 30 years of age, helping to facilitate their integration into employment through practical training. The internship programme was developed at Telefónica España and possible permanent incorporation into the Company is envisaged on completion. So far, 97% of participants have been hired, filling 298 vacancies in 2014. During the same year, Talentum Universities granted 110 internships.