BT Employee Engagement


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Introductory talk given by Sharon Darwent, Head of Employee Engagement, BT at the BT Employee Engagement Talk/Knowledge Cafe held with Alex Wilson of BT, Dave Snowden of Cognitive Edge and David Gurteen of Gurteen Knowledge at the BT Tower 17th February 2009.

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BT Employee Engagement

  1. 1. Introduction Employee Engagement at BT Alex Wilson – BT Group HRD
  2. 2. What employee engagement means to BT Creating a climate where BT people are committed to the company’s success. Where they value, believe in and enjoy the work they do to help the company be successful. An engaged person brings creativity, passion and energy to the job; they proactively drive change, deliver business results and infect others with their enthusiasm. They are achieving their full potential .
  3. 3. Why it’s important… <ul><li>Engaged Employees </li></ul><ul><li>Generate 43% more revenue (Hay Group) </li></ul><ul><li>Disengaged workers costs the UK £44Bn a year (IES) and the US $270 Bn - $343Bn (Gallup) in lost productivity </li></ul><ul><li>Have 2.7 sick days per year, rather than the 6.2 disengaged employees take (Gallup) </li></ul><ul><li>Are 87% less likely to leave (Corporate Leadership Council) </li></ul><ul><li>67% advocate their organisations; only 3% of the disengaged do (Gallup) </li></ul><ul><li>9 out of 10 of key barriers to successful change, people related (PWC) </li></ul><ul><li>59% of EE say “work brings out their most creative ideas” – only 3% of disengaged agree (Gallup) </li></ul>Engaged Employees Improved Performance Satisfied Customers Business Results
  4. 4. The global economic downturn is affecting people’s engagement <ul><li>For most companies… </li></ul><ul><li>Rising concern about job security </li></ul><ul><li>Losing confidence and trust in senior leadership </li></ul><ul><li>Less clarity about future of the company </li></ul><ul><li>Less reward, less people, more stress </li></ul><ul><li>Productivity, morale declining </li></ul><ul><li>Pressure on middle management - making tough decisions </li></ul><ul><li>Could be a deferred retention issue (people leave when things get better) </li></ul><ul><li>In a recent survey 88% of BT people expressed concern about the economic climate </li></ul>Strongly Disagree Strongly Agree Neutral Agree I am concerned about the general economic climate 2% 2% 2% 36% 52%
  5. 5. Companies are taking swift action to respond to the downturn A slowdown in the economy will have a significant impact on the business results Scaling down production capacity and reducing cost of overall headcount Finding productivity gains and closing down interim work Combining these interventions with growth measures - opportunistic hiring of top talent, targeted leadership development and new acquisitions Reviewing compensation and benefit programmes and long term incentives - pensions How companies are responding to the downturn Percentage respondents Response 0 10 20 30 40 50 60 70 80 90 100 *2009 study by Hewitt and Associates covering 53 organisations, employing a total of 3.5 million people
  6. 6. Challenges <ul><li>Retain and motivate best people </li></ul><ul><li>Need for focussed execution </li></ul><ul><li>Improved capability - change mgt, leadership and talent, employee engagement </li></ul><ul><li>Industrial action and disputes </li></ul><ul><li>Market perception - reputation and brand. Need to sustain values when making hard choices </li></ul><ul><li>Compliance with employment legislation </li></ul><ul><li>Continue investing in the future </li></ul>
  7. 7. Leadership style is the key <ul><li>Great leaders strive in challenging times </li></ul><ul><li>They make tough decisions with courage and speed </li></ul><ul><li>They adapt quickly, listening and learning from feedback </li></ul><ul><li>They are confident, honest delivering clear and consistent messages </li></ul><ul><li>They do what they say they will; make commitments public and keep to them </li></ul><ul><li>They act as one team, speak with one voice </li></ul><ul><li>and have a relentless drive for execution </li></ul>
  8. 8. People Engagement is the key My Job My Team My Manager Senior Leaders The Company Ideas and opinions count Committed to do quality work Learn from and respect others Support each other Speed up and simplify the way we work Clear sense of direction Confident about the future Communicate openly about progress I’m involved in delivering the strategy Proud to work here Want to stay, satisfied Advocate of the company Clear expectations of role Opportunities to learn, develop and grow Have the tools and skills I need Authority to make decisions Collaborate with others Motivated to do my best work Helps me be the best I can be Cares about me and gives feedback Recognises my best work and contribution to the customer A role model for collaboration Engaged Employee
  9. 9. How we’re improving engagement at BT <ul><li>More regular frequent feedback </li></ul><ul><ul><li>New quarterly survey informs business strategy </li></ul></ul><ul><ul><li>Embedding engagement into business planning cycle – holistic </li></ul></ul><ul><ul><li>More comments and conversations </li></ul></ul><ul><li>Monitoring impact of change programmes more proactively </li></ul><ul><ul><li>Better planning and line of sight </li></ul></ul><ul><ul><li>Change impact for key populations </li></ul></ul><ul><li>Leader led engagement programmes </li></ul><ul><ul><li>Clarity around future direction </li></ul></ul><ul><ul><li>Building confidence and trust in leadership </li></ul></ul><ul><ul><li>Making leaders visible, accessible, public commitments </li></ul></ul><ul><ul><li>Developing leaders </li></ul></ul><ul><li>Next.. </li></ul><ul><ul><li>Enhancing the employee experience at key touchpoints – recruitment, induction, transition etc. </li></ul></ul>