Alex Wilson Group HR Director BT as a learning organisation
<ul><li>One of the world’s leading providers of communications solutions and services  </li></ul><ul><li>Principal activit...
Learning at the heart of BT Customers Shareholders BT people BT People Strategy <ul><li>Networked IT services </li></ul><u...
Learning strategy annual life cycle <ul><li>Learning Plan </li></ul><ul><li>Closing skills gap </li></ul><ul><li>Agreed wi...
Delivering world class skills in BT - the ‘skills escalator’ Current apprenticeship programmes are limited to ‘advanced’ a...
Talent feed Graduates MBAs Direct hires Internal promotions Apprentices
Entry to the BT talent pool Ability <ul><li>Exceptional results </li></ul><ul><li>Broad range of  exceptional  capabilitie...
BT’s talent pool structure Potential Leadership Team Successors (PLTS) Regarded as having the capability to undertake a Lo...
BT’s talent deal <ul><li>A formal annual  career development  review </li></ul><ul><li>Events and  access to senior execut...
Leadership capabilities aligned to BT’s values Brand proposition Leadership capabilities <ul><li>Trustworthy </li></ul><ul...
Example - linking company goals and behaviours Goal: Simplify and speed up the way we work Key capability: Helpful -  We w...
Pan-BT global leadership pathway In-role  - consistent set of  programmes for all leaders to build a common language Trans...
Questions? Ideas? Challenge? Validation?
 
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Pepe 2008 Keynote Alex Wilson

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Pepe 2008 Keynote Alex Wilson

  1. 1. Alex Wilson Group HR Director BT as a learning organisation
  2. 2. <ul><li>One of the world’s leading providers of communications solutions and services </li></ul><ul><li>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 </li></ul><ul><li>Annual turnover of about £20.2 billion </li></ul><ul><li>A FTSE 20 company </li></ul><ul><li>Over 100,000 employees </li></ul><ul><li>Operating in 170 countries. </li></ul><ul><li>Principal Lines of Business </li></ul><ul><li>BT Retail </li></ul><ul><li>BT Wholesale </li></ul><ul><li>BT Global Services </li></ul><ul><li>BT Operate </li></ul><ul><li>BT Design </li></ul><ul><li>Openreach </li></ul>
  3. 3. Learning at the heart of BT Customers Shareholders BT people BT People Strategy <ul><li>Networked IT services </li></ul><ul><li>Broadband </li></ul><ul><li>Mobility </li></ul>21 st Century Network Long term Partnership with our customers ... and consistent delivery Defend Traditional Grow new wave <ul><li>Improved service </li></ul><ul><li>Price innovation </li></ul><ul><li>Reduce costs / improve margin </li></ul><ul><li>Aggressive & </li></ul><ul><li>creative marketing </li></ul>Learning at the heart of BT
  4. 4. Learning strategy annual life cycle <ul><li>Learning Plan </li></ul><ul><li>Closing skills gap </li></ul><ul><li>Agreed with CEOs </li></ul>Learning Management System <ul><li>Tracking </li></ul><ul><li>ROI and business value reported to Operating Committee </li></ul>2007/8 spend £120 million <ul><li>Business Agenda </li></ul><ul><li>Define required skills/capabilities </li></ul><ul><li>Deliver the Plan </li></ul><ul><li>Learning Council </li></ul><ul><li>Delivery Model </li></ul><ul><li>Strategic partner </li></ul><ul><li>PSL </li></ul><ul><li>In-house </li></ul>
  5. 5. 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.
  6. 6. Talent feed Graduates MBAs Direct hires Internal promotions Apprentices
  7. 7. Entry to the BT talent pool Ability <ul><li>Exceptional results </li></ul><ul><li>Broad range of exceptional capabilities. </li></ul>Engagement <ul><li>Commitment to BT and its goals </li></ul><ul><li>Demonstrates allegiance to the BT Values </li></ul><ul><li>True ‘One BT’ behaviour </li></ul><ul><li>Self-less support to others. </li></ul>Thought Agility <ul><li>Learns rapidly from new experiences </li></ul><ul><li>Sound judgement in unfamiliar situations </li></ul><ul><li>Comfort with ambiguity. </li></ul>Ambition <ul><li>Tenacity and drive </li></ul><ul><li>Drives own career forward </li></ul><ul><li>Seizes opportunities to develop </li></ul><ul><li>Influences others. </li></ul>Current performance Future potential
  8. 8. 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.
  9. 9. BT’s talent deal <ul><li>A formal annual career development review </li></ul><ul><li>Events and access to senior executives to build individual knowledge, visibility and networks </li></ul><ul><li>Developmental career moves </li></ul><ul><li>Creating and delivering a development plan which could include: </li></ul><ul><ul><li>Access to executive leadership development programmes </li></ul></ul><ul><ul><li>Job-specific development </li></ul></ul><ul><ul><li>Mentoring from a senior manager </li></ul></ul><ul><ul><li>Executive coaching. </li></ul></ul>We openly communicate talent pool membership and what it means: <ul><li>Continued exceptional performance , achievement of objectives, evidence of commitment to One BT and BT values </li></ul><ul><li>Provision of information - CV, Development and Performance Review, profile </li></ul><ul><li>Event/programme attendance </li></ul><ul><li>Talent networking - develop relationships </li></ul><ul><li>Contribute to acquisition and development of other talent </li></ul><ul><li>Accountability for development - action planning. </li></ul>We openly communicate talent pool membership and what it means: BT’s commitment Individual’s commitment
  10. 10. Leadership capabilities aligned to BT’s values Brand proposition Leadership capabilities <ul><li>Trustworthy </li></ul><ul><li>We do what we say we will </li></ul><ul><li>Helpful </li></ul><ul><li>We work as one team </li></ul><ul><li>Inspiring </li></ul><ul><li>We create new possibilities </li></ul><ul><li>Straightforward </li></ul><ul><li>We make things clear </li></ul><ul><li>Heart </li></ul><ul><li>We believe in what we do </li></ul>
  11. 11. 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. <ul><li>What this means… - Working across boundaries to achieve the best outcome for BT and its customers </li></ul><ul><li>Working with a shared sense of purpose and understanding about what needs to </li></ul><ul><li>be done </li></ul><ul><li>- Being willing to sacrifice one’s own interests for the good of BT’s customers. </li></ul><ul><li>Essential behaviours… - Fosters collaboration and tackles poor cross-business team working </li></ul><ul><li>Creates a culture of constructive challenge </li></ul><ul><li>- Builds alignment across the organisation to a common purpose. </li></ul>
  12. 12. 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’
  13. 13. Questions? Ideas? Challenge? Validation?

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