Pepe 2008 Keynote Alex WilsonPresentation Transcript
Alex Wilson Group HR Director BT as a learning organisation
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.
Principal Lines of Business
BT Global Services
Learning at the heart of BT Customers Shareholders BT people BT People Strategy
Networked IT services
21 st Century Network Long term Partnership with our customers ... and consistent delivery Defend Traditional Grow new wave
Reduce costs / improve margin
Learning at the heart of BT
Learning strategy annual life cycle
Closing skills gap
Agreed with CEOs
Learning Management System
ROI and business value reported to Operating Committee
2007/8 spend £120 million
Define required skills/capabilities
Deliver the Plan
Delivering world class skills in BT - the ‘skills escalator’ Current apprenticeship programmes are limited to ‘advanced’ and ‘higher’, delivering Level 3 and Level 4 qualifications respectively. Potential to develop this model to other areas of learning e.g. finance, and other parts of BT. Progression from foundation degree to honours degree is not subject to additional funding. Higher apprentices may provide a compelling alternative to graduates. Potential (currently untapped) funded learning programmes.
Talent feed Graduates MBAs Direct hires Internal promotions Apprentices
Entry to the BT talent pool Ability
Broad range of exceptional capabilities.
Commitment to BT and its goals
Demonstrates allegiance to the BT Values
True ‘One BT’ behaviour
Self-less support to others.
Learns rapidly from new experiences
Sound judgement in unfamiliar situations
Comfort with ambiguity.
Tenacity and drive
Drives own career forward
Seizes opportunities to develop
Current performance Future potential
BT’s talent pool structure Potential Leadership Team Successors (PLTS) Regarded as having the capability to undertake a LoB or functional leadership team role within five years. Emerging Talent (ET) Our ones to watch. Individuals showing exceptional potential who may reach very senior positions given cross-functional exposure, support and coaching. Rapid Higher Potential (RHP) Individuals showing such outstanding capabilities and potential that we confidently expect them to be performing an executive level role (if not already doing so) and to be ready for PLTS within 2 years.
BT’s talent deal
A formal annual career development review
Events and access to senior executives to build individual knowledge, visibility and networks
Developmental career moves
Creating and delivering a development plan which could include:
Access to executive leadership development programmes
Mentoring from a senior manager
We openly communicate talent pool membership and what it means:
Continued exceptional performance , achievement of objectives, evidence of commitment to One BT and BT values
Provision of information - CV, Development and Performance Review, profile
Talent networking - develop relationships
Contribute to acquisition and development of other talent
Accountability for development - action planning.
We openly communicate talent pool membership and what it means: BT’s commitment Individual’s commitment
Leadership capabilities aligned to BT’s values Brand proposition Leadership capabilities
We do what we say we will
We work as one team
We create new possibilities
We make things clear
We believe in what we do
Example - linking company goals and behaviours Goal: Simplify and speed up the way we work Key capability: Helpful - We work as one team for customer success.
What this means… - Working across boundaries to achieve the best outcome for BT and its customers
Working with a shared sense of purpose and understanding about what needs to
- Being willing to sacrifice one’s own interests for the good of BT’s customers.
Essential behaviours… - Fosters collaboration and tackles poor cross-business team working
Creates a culture of constructive challenge
- Builds alignment across the organisation to a common purpose.
Pan-BT global leadership pathway In-role - consistent set of programmes for all leaders to build a common language Transition - development to support leaders at key moments of career change Professional paths - will develop leaders on different paths, ‘thought leadership’, ‘technical leadership’, as well as ‘business leadership’