Phase 3 of 4 · Target State
What Success
Looks Like
This is where you are going. Before fixing anything, every HRBP and KAD lead must hold the same picture of the destination. This document defines the optimal HR operating model for Telinno — the standards to close towards, not a fantasy. Align on this before Phase 4 begins.
The Operating Model
The Optimal People System for Telinno
At full operating maturity, Telinno's people system delivers six outcomes simultaneously. These are not aspirations — they are the baseline definition of a functioning HR operation for a 148-person, multi-country telecoms services company.
Every person knows what is expected of them
Every role has a Job Success Profile. Every person has been shown it, agreed to it, and is being managed against it. There are no ambiguous roles.
JSP exists for every role type across all 4 KADs
Each person has received and acknowledged their JSP
Performance reviews reference JSP outputs and KPIs
Every person knows their development path
Competency gaps are mapped. Training plans are active. People can see where they are, where they need to be, and what is being done to bridge the gap.
Competency assessment completed for all 148 people
T&D plan active for every person with a gap
L&D calendar built from aggregated training needs
Compliance is clean across all 6 countries
Every contract is current and country-compliant. Statutory obligations are met. No person is working on an expired or informal arrangement in any jurisdiction.
Valid contracts for all staff (NG, ML, NE, CI, CM)
Statutory deductions current in each jurisdiction
Leave, benefits & entitlements documented per country
Performance is managed, not assumed
A single performance cycle runs across all KADs. Goals are set, mid-year reviews happen, end-of-year outcomes are recorded. Underperformance is managed, not ignored.
Annual performance cycle live for all 148 people
Managers trained on how to conduct reviews
Performance data feeds compensation decisions
Pay is fair, graded, and understood
A salary grade framework exists. Pay decisions are defensible. Everyone knows their grade and what determines movement within it. No pay is purely relationship-driven.
Grade framework built for all KAD role families
Benchmarking done vs telecoms sector in each country
Pay review process documented and followed
The HR function itself is functional
Each HRBP has a clear mandate, operates with authority, and is trusted by their KAD. HR data is accurate and up to date. HR is treated as a business function, not an admin service.
HRBP mandate documented and signed off per KAD
HRBP operating rhythm active (weekly, monthly cycles)
HR data accurate, accessible, and decision-ready
The Excellence Standard
What Good Looks Like vs Where You Are Now
Use this to measure the distance between current state (from Phase 1 & 2) and the target. Do not look for perfection — look for the minimum standard that constitutes a functioning people system.
| Function |
✗ Current Reality (typical) |
✓ Target Standard |
| Compliance |
Contracts outdated or missing in some countries; statutory obligations partially met; informal arrangements persisting |
100% valid contracts per jurisdiction; all statutory obligations current; no informal employment relationships |
| Role Clarity |
Job descriptions informal or non-existent; people unsure of their actual scope and authority; managers define roles ad hoc |
JSP exists for every role type; every person has received and acknowledged theirs; used in recruitment, onboarding, and reviews |
| Performance Management |
No formal cycle; reviews happen informally if at all; underperformance avoided; no link between performance and pay |
Annual cycle running; goals set at start of year; mid-year check-in; year-end outcome recorded; underperformance process exists and is used |
| L&D |
Training ad hoc and untracked; no gap analysis; budgets spent without strategic intent; no L&D plan |
Competency gaps mapped for all 148; T&D plan per person; org-wide L&D calendar; training tracked and effectiveness measured |
| Pay & Grading |
Pay determined by negotiation history; no grade structure; inconsistency across KADs; no benchmarking |
Grade framework in place; benchmarked pay bands per role family; pay decisions defensible; annual review process documented |
| Employee Relations |
Grievances handled informally; no consistent disciplinary process; manager dependence for all people issues |
Grievance and disciplinary procedures documented and followed; HRBPs trained; employees know the process |
| HR Data |
Data siloed per KAD; headcount numbers uncertain; no single source of truth; reporting manual and slow |
Single HRIS or equivalent; accurate headcount, role, and contract data; monthly HR dashboard; data exported for board reporting |
| HRBP Mandate |
HRBPs seen as admin support; limited access to KAD leadership; no formal operating rhythm; authority unclear |
HRBP mandate agreed with each KAD head; weekly operating rhythm; seat at KAD leadership meetings; authority on people decisions respected |
KAD-Level Targets
What Readiness Looks Like Per KAD
Each KAD has the same destination but a potentially different distance to travel. These are the indicators that tell you a KAD's people system is functioning, not just in progress.
JSPs completed for all role types
100% of roles
Contracts valid & compliant
100% of staff
Competency assessments done
100% of staff
T&D plans active (gap cases)
100% with gaps
Performance goals set this cycle
100% of staff
Managers trained on review process
100% of managers
Pay graded within framework
100% of staff
HRBP mandate signed off by KAD head
4 of 4 KADs
Culture & Ownership
The Behavioural Standards That Make It Hold
Tools and processes only work when the culture supports them. These six norms define how people at Telinno lead and behave — not as aspirational values, but as the operating standard managers are expected to model and HRBPs are expected to reinforce.
🎯
Clarity Before Activity
Before any person starts a new role or takes on new scope, they have a clear brief. No-one is deployed without knowing what success looks like in their role.
In practice: Managers complete a JSP before filling any role. No exceptions, including internal moves.
💬
Feedback Is Continuous
Performance conversations are not annual events. Managers give feedback regularly. People are not surprised by their end-of-year assessment.
In practice: Mid-cycle conversations are mandatory. Managers log the conversation in the performance record.
💼
HR Has Authority
HRBPs are not administrators. They have a mandate, access to leadership, and authority to make and enforce people decisions within that mandate.
In practice: HRBP mandate is agreed in writing with each KAD head and reviewed annually.
📅
Ownership Without Excuses
Managers own the performance of their people. HRBPs are a resource and a guardrail, not a substitute for management accountability.
In practice: Performance issues are raised by the line manager first. HRBP is escalation path, not first call.
🌍
Multi-Country Is Not an Excuse
Operating across 6 countries creates complexity. It does not create exceptions. Compliance, documentation, and people standards apply in every jurisdiction.
In practice: HRBPs are responsible for country-specific compliance. Legal advice sought proactively, not reactively.
📈
Development Is an Investment
L&D is not a reward or a bonus. It is a business investment in closing identified capability gaps. Training spend is planned, targeted, and tracked.
In practice: Every training spend traces back to a documented competency gap and a T&D plan entry.
Phase Gate
You Are Ready for Phase 4 When...
Do not start Phase 4 until these conditions are met. Moving to the fix phase without alignment on the target will produce activity without direction.
✓
All HRBPs have reviewed this documentEvery HRBP has read the target state and can articulate what they are building towards in their KAD.
✓
Phase 1 audit reports are completeAll four KAD HR Function Audits are done and the gap picture is honest and documented.
✓
Phase 2 people audit is underway or completeThe People Audit System is active and the documentation picture per KAD is visible.
✓
KAD leads have seen the target modelAt least one session has been run with KAD leadership to align on the destination and their role in it.
✓
HRBP mandates are either in place or first on the Phase 4 listHRBPs cannot build the system without the authority to do so.
✓
The culture norms above have been shared with all managersThe behavioural expectations are not a surprise. Managers know what is expected before the fix programme begins.
Ready. Start Phase 4.
Begin with role definitions. One Job Success Profile per distinct role type across your KAD. Nothing else in Phase 4 works without this foundation.
Open Role Definitions →