1. Transforming Performance
Team Member Workshops 1

2. How can our Team Member job standards support Service Delivery?
Timing 2 Mins
Introductions of presenters and check everyone knows each other
House keeping
Why we are here
Key message – this is your session, make it useful to you

3. 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
Timing 2 min
NOTE TO FACILITATOR: Please add the BU NAME for relevant group.

4. “ famous for delivering amazing service management”
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”
“making it personal”
“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.”
“Delivering tomorrow’s network of choice, together” 4

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

6. 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

7. Setting ourselves up for success in 2011/12
Setting ourselves up for success in 2011/12
IN CONFIDENCE
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
Give clarity and transparency on what is important
Allow greater accountability on those closest to the work
Align individual performance and business performance more closely, to achieve greater productivity and effectiveness
Give you clear line of sight to what it is we need to achieve
Involve you in the process earlier
Help you understand the meaning of your contribution and why it matters
Satisfied
Customers
Business
Results
Engaged Employees
Improved
Performance

8. Objectives and KPI cascade: How we are doing it
MD Scorecard = +
GM objectives
Band 2 Manager
objectives GM
Band 2
Band 1
Business lead (Mark Williamson, or ANO from Leigh Bennett’s organisation)
10/11 approach...
No formal process for how objectives were cascaded
Process took too long
Did not generate the required outputs
Individuals often start the year without agreed objectives and/or poor quality objectives
Targets are often set from the top down without bottom-up validation and agreement
Poor vertical and horizontal alignment within and across teams
May contribute to the disconnect between performance management outcomes and overall BTO performance
11/12 approach...
Cascade process prioritised to ensure that it works effectively
MD’s scorecards agreed and measures matrix developed
Standardised, common metrics / KPIs should be agreed for those objectives under standard headings for all of Operate
This same approach should be adopted by the DRs and their team all the way down to the FLMs
All objectives must be on the system, by 20 May
Benefits
Will ensure vertical and horizontal alignment of objectives, targets and KPI job standards
Some additional, more specific objectives, may also need to be added
It will be key in gaining buy-in, clear accountability and ownership for objectives set
It will also identify where shared accountability is required to deliver, and encourage collaboration between peers
Team Member KPIs

9. Objectives and KPI cascade: What it looks like
Operate board member
Leadership team member
General manager
Level 2 manager
Level 1 Manager
Team member
RFT
20% improvement against defined E2E measures
20% improvement against defined E2E measures
RFT
All of our actions aligned to deliver amazing service for BT’s customers
OTD
POM 1 &2
Job standard KPIs – Raise BTW Customer’s Orders on to COSMOSS within 1 working day.
Reliability
20% improvement against defined E2E measures
20% improvement against defined E2E measures
RFT
SWG
CFM 5
Delivering customer service for BT
Service (basket)
5% of weeks green against specific customer targets.
Business lead

10. The Two Way Performance Deal
Setting clear
expectations
through job standards
Understanding
expectations of me through job standards
Outcome:
Differentiation
based on
performance
against
standards
Timing 2 min
Is everyone familiar with the performance deal?
Is everyone familiar with the people manager job standards?

11. 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?
Timing 5 min
Highlight job standards are about day job – this is what differentiates them from Personal Objectives (Reward Framework)
In simple terms it’s about ensuring people understand what’s expected of them – this starts with a conversation
It is NOT about mountains of documentation or locking everything down to the floor

12. 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

13. Our Approach to Performance
BT & BU Strategy
Team Scored
BT Strategy
BU Strategy
Team Scorecard
Inputs
Outputs
Timing 5 min
So how do job standards fit in?
It’s all about articulating the expectations of the role – what kind of wedding cake do you want to end up with at the end of the year?
What’s expected can change year on year given the BU and team objectives will change
Line of sight helps people put what they do in context
No surprises for our people at the end of the year, reviewing and assessing progress becomes quicker, we’re confident in the decisions we are making
So let’s talk about what’s expected of our team in the year ahead
Success

14. 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?

15. Progress made and, more to do
And finally
BT is a far better business than last year.
The foundations are there to build a successful future. While things won’t change overnight, we have the resources, capability, people and attitude now to start winning and to create a much better future.
The final message is a simple one will be a lot better than BUT, is going to be better. The best is yet to come….
Transforming the way we manage our business – connecting to our scorecard