Revising Human Resource Strategy of Telsim after Have Been Acquired by Vodafone Group
33 Pages Posted: 13 Feb 2014
Date Written: December 12, 2012
When a local firm acquired by international company, the business, marketing, and human resource strategies will be revised accordingly to the company's global mission and goals. An acquisition is long term strategic process, so that it can be very costly and meantime a lots of difficulties are likely to appear. To overcome or minimize that difficulties and reduce the fix and labor cost, the companies in today, take advantages of the low cost hosting countries.
In 2006, an acquisition of Telsim, who was number two mobile operator in Turkey, by Vodafone Group is a real example of history that approves the described statements above. As the structure of the company has changed, the strategies were revised relatively to the acquirer company. By expanding to the Turkey market, planning of human resource allocation was an extremely important to the Vodafone Group. Well known successor in the telecommunication industry ex-Vodafone Hungary boss, was appointed as first CEO of Vodafone Turkey. Afterwards, with wisely planning of the human resources, Vodafone Turkey was able to penetrate its global staffing strategy familiar with recruiting the right person, to right job in right place and time.
As in this report, the traditional and modern methods of staffing will be explored beside expectations of international companies. Also, accordingly to the key findings, some critical suggestions will be given about revising the existing human resource strategy of firm after becoming an international brand. Roughly, the boundary of this assignment will be set as the process of staffing of the Vodafone Turkey via available tools of recruitment and selection, furthermore realistic examples of human capital plans and activities of the company.
Keywords: Telsim, Vodafone, Vodafone Turkey, Human Capital
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