Service Delivery Talent Academy HR and Line Manager Guidance

1. Service Delivery Talent AcademyHR and Line Manager Guidance Chetna Shah

2. Service Delivery Talent Academy What is the Talent Academy? The Service Delivery Talent Academy is made up of two sub academies and its purpose is to attract and develop our best people and to build a continuous pipeline of leaders at first and second line leaders. The two sub academies are: • Managers Academy – to develop individuals typically at first line or equivalent who have the ambition and potential to progress to second line leader roles • Service Delivery Future Leaders Academy - to develop individuals typically at team member or equivalent who have the ambition and potential to progress to first line leader roles. These have already been established in the ex Field areas and through the establishment of Service Delivery the Academy has been updated and to now re-launched across all of Service Delivery Purpose of the Talent Academy? The aim of the Talent Academy is to: • To provide Service Delivery with a continuous pipeline of skilled and willing leaders • To motivate & retain key people who demonstrate potential and a desire to progress • Develop individuals skills’ & capabilities’ to support them in being leaders of the future • To leverage current developmental programmes e.g. FLP, Leadership Pathway etc to support development • To develop an enhanced employee proposition by demonstrating commitment to our best people

3. Service Delivery Talent Academy How is the Service Delivery Future Leaders Academy different from the Future Leaders Programme? The Future Leaders programme is Operate wide to develop individuals who have the potential to move to FLM roles. Individuals go through a robust process of selection before acceptance on the programme. The SD Future Leaders Academy as a local feeder pool and developing individuals to apply for the Future Leaders programme. Scope of the Talent Academy? The Talent Academy will be established across Service Delivery and will be for UK and non UK employees At this stage we will not be widening the Technical Talent academy established in the Field flows as this is being reviewed in terms of our offering and what this would look like now we have established Service Delivery and also in line with establishment of BT Operate Technical Talent programme. We are however looking at the development pathway for talented individuals who do not necessarily want to move to a leadership role.

4. Service Delivery Talent Academy Programme The Talent Academy Programme for both Managers Academy and SD Future Leaders is for 12 months and will run from January to December and consists of the following: • Networking and Leadership Skills development through quarterly talent event or workshop • Knowledge calls • Access to FLM Modular Programme and Group Leadership programmes e.g. ILP, Practical Leadership Essentials, Leadership Launch pad (where available and appropriate outside of UK) • Career 1-1 • Access to Mentor from individuals in Managers Academy (for team members), SD members of Group Talent pool • First sight secondment or permanent first line/second line manager vacancies across Service Delivery where appropriate (following BTTC review for permanent roles) • Priority consideration for unit projects/initiatives • Job shadowing and job specific development • LSI 1 and 2 or insights (Managers Academy only) After the 12 month programme individuals in the SD Future Leaders Pool will be a feeder pool for the Operate Future Leaders Programme and considered for nominations to Managers Academy. Individuals in Managers Academy will be considered nomination for Group Talent pool dependent on meeting criteria.

5. Entry Criteria for Managers and SD Future Leaders Academy Entry into the Aspiring Leaders and Managers Academy is through line management ,with Senior Management and HRBP Endorsement Service Delivery Future Leaders • Individuals at team member or equivalent • Performance Potential Matrix rating of ‘Star Performer’, ‘Rising Star’ or ‘Strong Performer’ as a minimum. • APR rating of VG or above (average over 2 quarters) • Strong potential and desire to move to first line leader roles • Demonstrate appetite for progression and is committed and able to drive own development. • Enthusiasm and commitment to Service Delivery success as well as own success • Act as a positive role model to others, including role modelling leadership capabilities and lean behaviours • Ability and willingness to develop effective relationships with peer group and managers across function when required • Understanding of tools used across the business to improve performance and clear understanding and ability to use business language in appropriate situations • SHL online tests: Scenarios Managers Academy • Individuals at Band 1or equivalent • Performance Potential Matrix rating of ‘Star Performer’, ‘Rising Star’ or ‘Strong Performer’ as a minimum. • APR rating of VG or above (Average over 4 quarters) • Strong potential and desire to move to roles at tier 4 level either operational or functional (typically band 2 level) • Demonstrate appetite for progression and is committed and able to drive own development. • Enthusiasm and commitment to Service Delivery success as well as own success • Act as a positive role model to others, including role modelling leadership capabilities and lean behaviours • Ability and willingness to develop effective relationships with peer group and managers across function when required • Understanding of tools used across the business to improve performance and clear understanding and ability to use business language in appropriate situations • SHL online tests: Scenarios/numerical and verbal reasoning

6. Talent Academy Identification Process Line Manger Nomination • Line manager nominations as per criteria • Nominations collated by HRBP and reviewed with HR Lead and Senior Leader • HRBP ensure the nominations are robust, based on objective evidence and diverse and challenging • Flow nominations signed off by Unit lead and HR lead and submitted to SD Talent Lead by 14 October On-line Assessment • SD Talent Lead review nominations and invite individuals to undertake on-line assessment • Leadership scenarios for SD Future Leaders Academy • Leadership scenarios and numerical and verbal reasoning for Managers Academy Final Review and sign off • Nominations reviewed by SD Talent Lead and HR Lead against outcomes of on-line assessment for final decision and sign off with unit lead • The on-line assessment outcome will be the final decision point to whether an individual is accepted into the Talent Academy and where individuals fall below benchmark of potential they will not be considered as part of the Academy except through exceptional circumstances Membership Notification • Successful and Unsuccessful candidates notified

7. Talent Member – Talent Deal Talent Academy Members Receive: • Quarterly knowledge sharing and skills development events/calls • Focused development through leadership development programmes • Development through working on cross Service Delivery projects • Access to mentor • Access to secondment opportunities • Where appropriate first line of sight (following BTTC review) of first line and second line manager vacancies Talent Pool Members Commits to: • Continued levels of exceptional performance – VG or above • Provide information (CV, DPR as requested, and ensure all personal details are kept up to date) • Event/ programme/meeting attendance when invited and accepted • Volunteer in shaping future events • Talent Network – development of relationships • Take on developmental project work across Service Delivery • Contribute to the development of others by acting as a mentor (Managers Academy) • Being accountable for your own development and related action planning • Actively seek and accept career development moves • Flexibility in consideration of all developmental opportunities

8. Line Manager – Talent Deal The Line Manager commits to: • Support the delivery of the Service Delivery Talent Academy • Robustly apply nomination criteria • Ongoing development discussion with individual progress of plan and activity • Support and provide time for individuals to attend events and training programmes • Provide opportunities for individual to practice skills/gain experience through: • Secondments • Job shadowing • Holiday cover • Local projects and initiatives • On the job opportunities • Provide sight of First line and Second line roles to Talent Academy where appropriate • Provide on-going performance feedback to individuals in the Talent Pool • Help find a mentor • Participate in regular reviews if Individuals in Talent Academy • Notify individuals who exit the Talent Academy

9. Role of HRBP HRBP commits to: Supporting the implementation of Talent Academy Reviewing and endorsing nominations robustly against criteria for Talent Academy Being part of design team for talent events/knowledge calls and helping facilitate the events Providing sight of secondment opportunities in area suitable for Talent Academy members and managing the recruitment process Providing first sight (following BTTC review) of First and Second Line vacancies in areas and managing the recruitment process Highlighting projects/initiatives in area suitable for talent academy members and sourcing individuals from Talent Academy to work on projects Keeping Talent development in Business Partner agenda Input into shape on going Talent agenda/area of focus

10. Senior Management – Talent Deal The Senior Management Team commits to: • Support the delivery of the Service Delivery Talent Academy • Sponsor Talent learning/networking taking a lead and help shape events • Mentor individuals in the Managers Academy • Career 1-1 with individuals in Manager and Aspiring Leaders academy • Review and endorse nominations • Discuss on a regular basis (once a quarter) individuals in the Managers and Aspiring Leaders Academy in terms of development progress, career progression opportunities • Priority consideration for informal & local developmental initiatives such as short term business driven assignments/projects • Job shadowing opportunities • Provide priority consideration for informal & local developmental initiatives such as short term business driven assignments/projects • Consideration of Talent Academy members in Pan Service Delivery Projects • Provide first sight of vacancies at first line and second line level to Talent Academy • Provide and support secondment moves • Visibility to Talent Members

11. How do the Talent Pools fit together? Group Talent Pool Governed by BT Group Individuals at all management levels in the organisation that appear to have the potential to reach senior executive positions. 3 categories in Group Talent Pool: PLTS - LOB or functional Leadership role within 5 years RHP – Executive role and PLTS status within 2 years ET - Expected to reach senior positions given cross functional exposure 1 year programme designed to develop individuals in first line management or equivalent roles who have the potential to move up 1-2 levels above in the organisation. Succession pipeline for middle management roles. Potential feeder pool for Group Talent Pool dependent on the individual meeting entry requirements Manager Talent Academy 1 year programme designed to develop team members or equivalent who have the potential to move into First Line Manager roles. Potential feeder pool for Manager Academy (dependent on entry requirements) and Operate Future Leaders Programme SD Future Leaders Academy

12. Supporting Material

13. 1: Plot on 3x3Performance vs Potential Matrix Guidance Critical Player Strong Performer Star Performer H Acceptable Performer Consistent Performer Rising Star Performance M Unaccept able Performer Marginal Performer New Entrant or Learner L L M H Potential • Simple tool to help categorise individuals, based on: Performance (plotted on the vertical axis): Is this individual’s performance Low, Medium or High based on the individual’s Scorecard performance and DPR rating (which capture both the ‘what’ and ‘how’ of performance)? Potential (plotted on the horizontal axis) Is this individual’s potential for progression Low, Medium or High? • Guidance within each of the 9 boxes to help plot people in the most appropriate category. NB: these are for guidance only and judgement still needs to be applied in terms of identifying where an individual best sits rather than using it formulaically. • Important that categorisation is based on tangible, available evidence – hence the guidance provided on using e.g. APR ratings • Tool is intended to provide a simple, snapshot summary of individuals to facilitate the Talent Review process • For Talent Review purposes, the intention is to use this as a simple tool for reviewing & selecting from an initial long list of potential talent pool nominees (likely to be those individuals who fall into the green box). • Also, use the example prompt questions to assess both performance and potential.

14. Plot on 3x3Identification Prompt questions – Performance, ‘What’ Questions to help gauge ‘what’ an individual has achieved • Has he/she been identified as Very Good or Excellent in their most recent APR? • Has he/she exceeded ‘on target’ / achieved ‘stretch’ on their scorecard objectives year on year? • Does he/she work collaboratively across BT in order to deliver the right solutions for customers? • Does he/she treat others with respect? • Does he/she lead by example, valuing the diversity of those around them? • Does he/she take the initiative, not waiting to be told? • Does he/she willingly accept accountability? • Does he/she always meet deadlines? • Does he/she always produce work of a high standard? • Does he/she have a history of taking on and meeting new challenges? • Does he/she generally perform above average compared to their peer group on a significant number of BT’s leadership capabilities?

15. Plot on 3x3Identification Prompt questions – Performance, ‘How’ Leadership Capabilities - Questions to help gauge ‘how’ individuals deliver New Leadership Capabilities being developed – details TBC • Customer Connected: Does he/she put customers at the centre of everything he/she does? • Bottom Line: Does he/she apply commercial judgement to drive profitable growth and customer satisfaction? • Inspiring: Does he/she take an innovative approach? • Heart: Is he/she passionate about BT and energises others? • Drive for Results: Does he/she look for better ways of approaching things to drive standards of excellence? • Helpful: Does he/she work across boundaries to achieve the best outcome for BT and its customers? • Trustworthy: Does he/she deliver on his/her commitments? • Straightforward: Does he/she make things simple? • Coaching for Performance: Does he/she help others to achieve their full potential?

16. Plot on 3x3: Identification Prompt questions – Potential Engagement • Does he/she role model performance for others? • Does he/she consistently demonstrate the BT values? • Does he/she demonstrate commitment to and drive BT’s Strategy? • Does he/she act in a ‘One BT’ way putting the customer’s needs at the forefront of all decisions? • Does he/she proactively support others around the business? Thought Agility • Does he/she learn rapidly from new experiences? • Does he/she value the diverse opinions and approaches of others? • Does he/she apply sound judgement in unfamiliar situations? Ambition • Does he/she repeatedly express a desire to advance or progress in BT? • Is the individual continually developing their job knowledge in order to progress? • Do you think the individual has the potential to progress to move 1-2 levels in the organisation?

17. Performance v potential matrix definitions Performance (use scorecard & APR as a guide H M L L M H Potential (assessment of their future capability)

18. 9 Box Model Template Critical/Key Player Strong Performer Star Performer Performance A - High Acceptable Performer Consistent Performer Rising Star B- Mid Marginal Performer Unacceptable Performer New Entrant or Learner C - Low A - High C - Low B- Mid Potential