1. Simi Dubb Head of BT Group Talent Management June 2011
Building Future Leadership - delivering seamless career development and succession planning
Simi Dubb Head of BT Group Talent Management
June 2011

2. Principal Lines of Business
BT Retail
BT Wholesale
BT Global Services
BT Innovate & Design
Openreach
BT Operate
Group Functions
One of the world’s leading providers of communications solutions and services
Principal activities include networked IT services; local, national and international telecommunications services; higher-value broadband and internet products and services and converged fixed/mobile products and services
Annual turnover of about £20.2 billion
A FTSE 20 company
Over 100,000 employees
Operating in 170 countries

3. Purposeful Deployment Retention & Engagement
Talent Management
BT Board very engaged around talent
Concept of talent management well-understood
Talent identification process well-embedded
Talent integrated in business and HR practices
Regular reporting and benchmarks
Purpose is to:
Develop business leaders for Leadership Team positions
Drive diverse representation within the leadership population
Increase retention of our high potential people
Integrate talent practices into the way we do business
Identification
Purposeful Deployment
Development
Acquisition
Retention & Engagement

4. BT’s Talent Pool structure
OC and Group Functional Directors
executive level direct reports
Leadership
Teams
Potential Leadership Team Successors
Group
Talent
Pool
Rapid Higher Potential
Emerging Talent
Graduates
Fast Track
MBA’s
Talent Entry Channels

5. Progress but more work to do….
All Leadership Team roles filled through the Group Talent management process
-34% turn over in roles
-17% promoted
81% of all appointments into Leadership Team roles were from the succession plan
Improvements in gender and diversity mix
Greater pull through of women at senior roles
High cross fertilisation of role moves
-17% of executives moved roles of which 41% moved cross LoB
High engagement and low attrition
-Talent Pool more engaged than BT population
-Talent attrition at 4%, lower than external benchmark

6. Our talent is telling us…
Career progression remains a priority
Better sight of career opportunities, increased LoB moves and training and development will improve intent to stay
Indicators demonstrate a correlation between career transparency, engagement, intent to stay and actual turnover
Need to create more of a partnership with talent and business
Need to listen more and respond proactively

7. Building foundations for change Talent management = career development
Business drivers
Develop capabilities in leaders who can deliver the business strategy
today and tomorrow
Culture where career development flourishes
CEO led succession planning
Career discussions
LoB Senior management Career Review Forums
Partnership between the individual and organisation
Talent deal
Transparency – clear alignment between talent pool, succession planning, senior appointments
A network of career supports
Talent engagement strategy
Distributed accountability model
Tools and Processes
Appointments process
Talent database
Reporting

8. Below Executive vacancy
Appointment process
Long-list
Short-list
Executive vacancy
Group Talent team identify candidates
Candidate(s) approached
Succession
Executives
Talent Pool
Individual aspirations & Skills
Role sizing
Interviews and appointment
Circulate to Talent
Below Executive vacancy
Identify as role for Talent
Talent apply
Role Vacancy provided to central team
Hiring Manager promote role to FTs via weekly call
FT and MBA vacancy
Fast Track /
MBA apply

9. Challenges Consistent approach without being centrally managed
-discipline, decisions, communication
Common understanding of roles and individuals
-role sizing framework
Buy-in from line management
-endorsed by OC, quality matches, regular reporting, transparency
Short term LoB needs vs long term organisation needs
Global experience

10. Our focus
Improve career brokering across the talent pool, slickness of movement, and transparency
Improve understanding of roles cross LoB and talent experience gaps to match
Increase international movement/experience
Develop a global approach