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Improving Field Engineering Structure

Improving Field Engineering Structure. New organisational design for OM support. Delivering coaching Up-skilling Customer complaint handling Dealing with complex customer problems / faults Quality checks Supporting new products Real time Technical support. Field Technical Coaches.

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Improving Field Engineering Structure

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  1. Improving Field Engineering Structure

  2. New organisational design for OM support • Delivering coaching • Up-skilling • Customer complaint handling • Dealing with complex customer problems / faults • Quality checks • Supporting new products • Real time Technical support Field Technical Coaches • Optimising vehicle utilisation • Arranging absences • Laptop issues • Arranging stores • Other ad hoc Admin / analysis team • Business analytics • Managing the coaching team and admin/analysis team • Removing inefficiency and improving quality of patch • Transparency during team levelling • Team development • Change Management Operational Engineering Manager

  3. Who does an engineer contact:- Admin Team Vehicle issues Stores issues Absences Operational Manager Safety Personal issues Annual Leave Development Technical Help RiCE Product issues Quality of Personal workmanship Workflow & Allocation Job fluidity Job progression Access issues Appropriate Product helpdesk Online Technical Coach

  4. Recap (7th June) • Different organisational structure required to improve OM do-ability • Field Technical Coach – grade C2 • Administrative Support Team – grade B2 • Analysts – grade C2 • Operational Engineering Manager – Business Improvement Consultant • Technical Helpdesk • Field Technical Coaches to be accredited and ring fenced • NI direction of travel to be the same • Job descriptions, grading and resourcing strategy shared Operational managers able to work flexibly across attendance pattern hours Coaches focussed on technical coaching Admin and analysts focussed on reducing inefficiency and supporting field engineers Consolidated help desk open across attendance pattern hours and able to answer any technical / process question posed.

  5. People movement - Volume Proposed Structure (9 GM’s) Current resource profile “Service Delivery” Analysts = 28* Analysts = 13 Admin = 83* Admin = 69 Technical Coaches = 402 (Increase from previous 330) Coaches (C2) = 536 Coaches (C3) = 38 574 SDRP** = 172 Coaches (B2) = 83 SDRP** = 83 (B2) * Includes the Mobile Workforce GM ** SDRP:- Service Delivery Resource Pool

  6. Analysts

  7. Resourcing strategy - Analysts Recruitment of Analysts (C2) • There are currently less people in analyst roles than required by the review. • Variable grades and role descriptions currently exist • There is a need to recruit in some geographical areas - Identify existing C2 analysts in each of the new GM areas to establish shortfall - Openreach resource pool approached to fill these positions (SDRP). - Open advert • OEM to project manage in the implementation of the analysts role and functions in each GM patch • Communications and 1:1 with all impacted by the changes as first step by the end August

  8. Analysts

  9. Admin Team

  10. Resourcing strategy of Lead Administrator Recruitment of Lead Administrator (C2) • Creation of a new role - Team leader to the Admin team and support to the GM. • There are currently more people in GM PA roles than required. • We will review the grading of all current GM PA’s from old structure. • Match C2 graded people to current Lead Administrator posts and move into post Selection interview for all individuals (C2 / C3 grade) in Admin pool of resource • There is a need to recruit in some geographical areas - Openreach resource pool approached to fill these positions (SDRP). - Open advert • Team Members redeployed onto lower grade work would retain pay and pension protection (PPP) rights. • Communications and 1:1 with all impacted by the changes as first step by the end August

  11. Lead Administrator

  12. Resourcing strategy - Admin Recruitment of Admin Assistants (B2) • There are currently less people in admin roles than required by the review to cover the ad-hoc and administrative aspects of the OM and coach roles. • All existing admin people to be matched to GM areas. • There is a need to recruit in some geographical areas - Identify existing admin in each of the new GM areas to establish shortfall - Openreach resource pool approached to fill these positions (SDRP). - Open advert • Team Members redeployed onto lower grade work would retain pay and pension protection (PPP) rights. • Communications and 1:1 with all impacted by the changes as first step by the end August

  13. Administrative Assistant

  14. Technical Coaches

  15. Coaches in organisation

  16. Coach analysis Coaching activities breakdown • Key Observations & Issues • About 55% of the coach’s time is spent on supporting activities to the OM. • Support activities are not performed in a consistent way and the level of support required in each activity varies from region to region; • Technical coaching activities are not performed in a standardised way and without a close link with training communities. • Technical queries need to be handled across attendance pattern hours – help desk

  17. Benefits of a ring fenced coaching team Coaches • Guaranteed Coaching in place • Utilisation of current coaching skills • Know schedule of activities – coaching, on-line help, feedback, work-stack • Support in the development of technical and coaching skills • Part of a team dedicated to provide high quality coaching interventions • Separate line for management • Not easy to work in the queues Engineers • Guaranteed Coaching in place • High quality coaching available • Single point of access to technical support • Support in the embedding of new skills

  18. Resourcing strategy – Technical Coaches (C2) • Communication to all Volume team members by end August • Ring fencing of Technical coaches • Timetable for implementation Q3. • Setting up of Regional Admin Teams • Similar direction of travel for Network Investment • To address the imbalance of too many people for posts: • Conduct a preference exercise within current Volume coach population 1. Considered for new Technical Coaching role 2. Move to Service Delivery Resource Pool Considered for other C1/C2 graded roles Return to multi-skilled volume engineering role • Where multiple people to post exists skill matching / selection interviewing will take place (Multiple people to post process) • B2’s covering Coach return to volume engineering roles or SDRP (if no vacancies)

  19. Field Technical Coach

  20. Support for Engineers

  21. OEM & Coaching Structure Example of GM Patch OEM Team Overview • Potential Gap when we ‘ring fence’ coaches – engineers wont be able to contact them in real time for engineering advice and assistance • Solution identified – increase Technical Coaching numbers from 330 to 402 (approx: 8 per GM Patch) • This gives the capacity to provide an ‘Online Coach’ facility in each Region where engineers can call a pool of Technical Coaches dedicated to answering and resolving real time engineering queries • Technical Coaches will not be dedicated as Online Coach 100% of the time. This will be one element of the overall Technical Coach role with each coach rotating equally through this function

  22. Online Coach Function linked to the bigger picture Engineer needs real time engineering assistance Engineer logs onto RiCE Self Serve (linked into Tools & Device Strategy) Engineer searches RiCE content to assist with query. Regional OEM Team T&D Self Serve layer (RiCE) Online access via engineer laptop/device utilising RICE platform Chief Engineer Training • If unresolved through RiCE search, engineer is directed by RiCE to the correct 2nd Level Helpdesk Support layer • Most of this exists across Openreach already but will be complimented by the Online Coach function Openreach Analysis Team Analysing input/output from Self Serve Layer Updating and refreshing online content Providing Business Intelligence throughout Openreach 2nd Level Support layer Existing Support 3 Existing Support 1 Existing Support 2 Online Coach 2nd Level Support inputs and outputs sent to Openreach Analysis Team to review and feedback the learning back into the business to review and amend content/process.

  23. RiCE(Rich Information Content Exchange)

  24. A new way to connect to information • The ability for our CPs to put rich information onto a job to assist the engineer. • Specific health and safety information • photos; special install instructions • Provides an on-line means of guiding an engineer through a job • using simple pictures, diagrams, videos and instructions • a more accessible E-Assistant

  25. Why does RiCE matter • Rapid product updates - drives development. • Supports newly trained workforce, adds knowledge and know-how / capabilities • Promotes self–learning and effectiveness.

  26. Continuous Improvement loop will drive RFT Team manager Continuous improvement T&D Process / Procedures updated Chief Engineer Self Serve layer Training Context code required All Contacts captured and analysed for trends & continuous improvement Helpdesk 2 Helpdesk x Helpdesk 1 Improve processes 2nd Level Support Self healing improvement

  27. What is RiCE • RiCE is web based, so device agnostic • Each Job will have RiCE Space • Each space will have the content to do the job • Content is written by engineers for engineers • CPs can add information when they need to

  28. Next Steps:- • Send out comms to Volume teams • Explore telephony solutions for online coaching • Development & testing of RiCE • E-assistant in place • Conduct review after six months to assess impact.

  29. Network Investment

  30. N.I. OMA analysis OMA Activity template breakdown • Key Observations & Issues • 50% of the OMA’s time is spent on support activities to the OM. • Consistency in key activities observed on ‘dilo’s’ and submitted on templates. • As with Volume, support activities are not performed in a consistent way and the level of support required in each activity varies from region to region. Information based on 218 Activity templates submitted by all N.I. OUC’s. OMA ‘Day In the Life Of’ breakdown • Key Observations & Issues • 70% of the OMA’s time is spent on support activities to the OM. • OMA’s observed that they would spend more time in the field supporting team members but ‘other’ support activities prevent them from doing so. Information based on 35 ‘dilo’ completed in all N.I. OUC’s.

  31. OMA’s in organisation

  32. High-Level Timeline appoint Develop process Redefine OEM Job Desc. PM roles Ring fenced coaches Recruit coach managers Agree comms plan for Volume Team Members Coach Preference Exercise Technical coach selection Establish local resource & recruitment plan BAU Individual roles and responsibility Analysis roles established Establish & agree new structure Build new structure (coaching, analysts, admin etc) OMA DILO Systems, comms, structural review Proposal (similar to volume) Establish & agree new structure Build new structure (coaching, analysts, admin etc) CWU & Prospect engagement

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