1

Transforming Performance Team Member Workshops

How can our Team Member job standards support Service Delivery?

Agenda

• Our contribution to BTs Success in 2011/12 • Why we need to improve our approach• The two way performance deal • Standard setting in Service Delivery • Next steps

4

“Our vision is to be our customers’ partner of choice. For BT Wholesale to achieve its ambitions for growth - we must focus on

delivery for growth.”

“making it personal”

Simply…everything works, all the time our customers, their customers and BT can simply rely on us and trust us to be there, always

We get better every day with fewer, highly skilled people doing exciting jobs on leading edge technology who are proud to say they work for BT

“ famous for delivering amazing service management”

“Delivering tomorrow’s network of choice, together”

5

http://youoperate.intra.bt.com/roel_transforming_performance.wmv

5

BTO 11/12 Objectives Cascade - Let’s hear from our sponsor……

Transforming the way we manage our business

Why • Competition and commercial pressures

• Disconnect between unit scorecard and individual objectives

How • BTO wide initiative to transforming performance

• New approach to setting objectives• Consistent, aligned , improved quality • Team member KPI’s and measures in place

What • Clear line of sight to SD and BTO scorecard

• Translates individual performance to team and customer goals

6

The Goal:

• Creating role clarity and clear responsibilities for individuals

• Creating line of sight to the customer and the SD scorecard

• Aligning individual and business performance

7

 

EngagedEmployees

ImprovedPerformance

SatisfiedCustomers

BusinessResults

Setting ourselves up for success in 2011/12

Objectives and KPI cascade: How we are doing it

MD Scorecard = + +

GM objectives = + +

Band 2 Manager objectives

= + +

GM GM GM

Band 2 Band 2 Band 2

Band 1 Band 1 Band 1

Team Member

KPIs

Leadership team member

Objectives and KPI cascade: What it looks like D

eliv

erin

g cu

stom

er s

ervi

ce fo

r BT

Reliability

RFT

Service (basket)

20% improvement against defined E2E measures

20% improvement against defined E2E measures

20% improvement against defined E2E measures

20% improvement against defined E2E measures

5% of weeks green against specific customer targets.

RFT

RFT

OTD

SWG

Operate board member

POM 1 &2

CFM 5

Job standard

KPIs – Raise BTW Customer’s Orders on

to COSMOSS within 1 working

day.

General manager

Level 2 manager

Level 1 Manager Team member

Understandingexpectations of me through job standards

Outcome:Differentiationbased on performance against performancestandards

Setting clear expectationsthrough job standards

The Two Way Performance Deal

What do we mean by job standards?

• Job Standards are:

– Based on the role, not the individual – Observable, specific indicators of success for the day job– Meaningful, reasonable and attainable – Expressed in terms of Quantity, Quality, Timeliness, Cost, Safety, or

Outcomes– Regulatory or legal requirements applicable to the role

• Typical components that should be reflected in a job standard

– How many or how much is needed? – What are the results needed? – How good is acceptable? – Are there safety considerations? – Are there legislative or regulatory requirements that require strict

adherence? – Are there behaviours that are expected in your business unit to

promote teamwork, leadership, creativity, customer service etc?

In Summary, we need to focus on:

• What = my key purpose and job responsibilities plus any mandatory job standards e.g. safety, security, competition, people manager standards, performance deal

• How = behavioural expectations e.g. BT capabilities linked to Service Manufacturing

• Measures = Objectives for managers, KPIs for team members

• Skills = what else do we need to put in place to be fully effective in the role

What is the purpose of my role

What I will do to contribute to BT’s success

How I will go about it in line with the BT capabilities

What are the measures that will help me and my manager know how I am doing

What skill development that will help me do the best job possible

Our Approach to Performance

Inputs

Outputs

Success

BT & BU StrategyTeam Scored

BT StrategyBU StrategyTeam Scorecard

Break Out Session

Aim: for everyone to generate ideas for applying standards to an individual role

• What are the objectives and KPIs for a First Line Manager? Think about what you do as a team member to support delivery of those objectives, answering these questions?

• Come back together to discuss:• Do these measures and capabilities help me to be aligned? • Am I clearer on my role and responsibilities?• Do I have greater line of sight to the customer, to the business?

How does my role contribute to SD business results?

How can I make a real difference?

What are the key measures of my role?

What are the key capabilities and behaviours of my role?

Progress made

and, more to do

Transforming the way we manage our business – connecting to our scorecard