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A changing and increasingly complex corporate telecoms market made retention and development a top priority at O2. Ali Gill, co‐founding director of talent management consultancy Get feedback, explains how O2 addressed this challenge with a complete overhaul of its rewards system that was firmly integrated into HR processes and therefore drove business success.

Like any successful HR initiative, employee engagement programs must have commitment from line managers. Find out how O2 revisited its employee engagement efforts and why demonstrating a robust business case is essential to getting and maintaining buy‐in from leaders and managers.

This paper looks at reward structures for employees at O2.

O2 gave pensions and share plans a complete communications facelift. They set up drop‐in surgeries and introduced a Total Reward website.

O2 saw a huge increase in understanding of how share plans work. There was a steady increase in pension scheme membership and the reward website was viewed very positively.

The hope is that the understanding that people have of their total package will mean that they feel better equipped to make good choices about their benefits, and crucially, they will have more of an appreciation of the investment that O2 makes in them.

Details how the O2 sales academy has helped to improve the skills of the UK mobile‐telecommunications company's sales force.

Explains the reasons for the setting up the academy, the form it takes and the results it has achieved.

Describes the academy's four competence levels and the accreditation levels that correspond with these. Details the improvements, for individuals and the organization as a whole, that the academy has brought.

Reveals that O2's sales people and managers are now better able to engage with customers in a truly consultative way, and that this has had a measurable impact on the company's revenues.

Describes how to build a sales organization capable of being seen as a source of value by the customer.

Provides much to interest companies operating in markets where customers have difficulty differentiating between competing products and services and are driven by price.

The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration.

We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences.

The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies.

We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research.

This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively.

We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers.

The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation.

Focusing on the positives and introducing initiatives around those themes helped to improve employee satisfaction at O2 UK, a mobile communications company, says its customer director, Cath Keers.

The purpose of this paper is to describe the initiatives that have helped to place mobile‐network operator O2 in the top five Best Big Companies to Work For in the UK.

Highlights the use of several employee‐communication tools and a new performance‐based selection process.

Details an auditable performance‐based selection process that ensures that employee engagement begins at the selection stage and continues throughout the employee's career. Candidates provide feedback both during and after the hiring process, to ensure a continued experience for the new employee and to monitor and use feedback to make the candidate experience better.

Reinforces the message that satisfied employees help to deliver happy customers.

Emphasizes the value of satisfied employees in helping to ensure that customers are satisfied, too.

Successful Knowledge Management programmes can demonstrate clearly defined links to the value proposition ‐ its bottom line being a contribution to business benefits. This is apparent at British Airways where a programme of external intelligence about information technology (IT) developments is being converted into useful IT applications. This paper explains British Airways’ approach to innovation and examines the difficulty in assigning a specific measure to this intangible asset. It also sets out ways in which innovation can produce improvements in business performance.