Transforming Performance Team Member Workshops

1. Transforming Performance Team Member Workshops

2. How can our Team Member job standards support Service Delivery?

3. Agenda • Our contribution to BTs Success in 2011/12 • Why we need to improve our approach • The two way performance deal • Standard setting in Service Delivery • Next steps

4. “Our vision is to be our customers’ partner of choice. For BT Wholesale to achieve its ambitions for growth - we must focus on delivery for growth.” Simply…everything works, all the time our customers, their customers and BT can simply rely on us and trust us to be there, always We get better every day with fewer, highly skilled people doing exciting jobs on leading edge technology who are proud to say they work for BT “ famous for delivering amazing service management” “making it personal” “Delivering tomorrow’s network of choice, together”

5. BTO 11/12 Objectives Cascade - Let’s hear from our sponsor…… http://youoperate.intra.bt.com/roel_transforming_performance.wmv

6. Transforming the way we manage our business Why • Competition and commercial pressures • Disconnect between unit scorecard and individual objectives How • BTO wide initiative to transforming performance • New approach to setting objectives • Consistent, aligned , improved quality • Team member KPI’s and measures in place What • Clear line of sight to SD and BTO scorecard • Translates individual performance to team and customer goals

7. Setting ourselves up for success in 2011/12 The Goal: • Creating role clarity and clear responsibilities for individuals • Creating line of sight to the customer and the SD scorecard • Aligning individual and business performance Satisfied Customers Business Results EngagedEmployees Improved Performance

8. Objectives and KPI cascade: How we are doing it MD Scorecard + + = GM GM GM = + + GM objectives Band 2 Band 2 Band 2 Band 2 Manager objectives Team Member KPIs = + + Band 1 Band 1 Band 1

9. Objectives and KPI cascade: What it looks like Operate board member Leadership team member General manager Level 2 manager Level 1 Manager Team member All of our actions aligned to deliver amazing service for BT’s customers RFT 20% improvement against defined E2E measures 20% improvement against defined E2E measures RFT OTD POM 1 &2 Job standard KPIs – Raise BTW Customer’s Orders on to COSMOSS within 1 working day. Reliability 20% improvement against defined E2E measures 20% improvement against defined E2E measures RFT SWG CFM 5 Delivering customer service for BT Service (basket) 5% of weeks green against specific customer targets.

10. The Two Way Performance Deal Setting clear expectations through job standards Understanding expectations of me through job standards Outcome: Differentiation based on performance against performance standards

11. What do we mean by job standards? • Job Standards are: • Based on the role, not the individual • Observable, specific indicators of success for the day job • Meaningful, reasonable and attainable • Expressed in terms of Quantity, Quality, Timeliness, Cost, Safety, or Outcomes • Regulatory or legal requirements applicable to the role • Typical components that should be reflected in a job standard • How many or how much is needed? • What are the results needed? • How good is acceptable? • Are there safety considerations? • Are there legislative or regulatory requirements that require strict adherence? • Are there behaviours that are expected in your business unit to promote teamwork, leadership, creativity, customer service etc?

12. In Summary, we need to focus on: • What = my key purpose and job responsibilities plus any mandatory job standards e.g. safety, security, competition, people manager standards, performance deal • How = behavioural expectations e.g. BT capabilities linked to Service Manufacturing • Measures = Objectives for managers, KPIs for team members • Skills = what else do we need to put in place to be fully effective in the role What skill development that will help me do the best job possible What are the measures that will help me and my manager know how I am doing How I will go about it in line with the BT capabilities What I will do to contribute to BT’s success What is the purpose of my role

13. Our Approach to Performance BT & BU Strategy Team Scored BT Strategy BU Strategy Team Scorecard Inputs Outputs Success

14. Break Out Session • Aim: for everyone to generate ideas for applying standards to an individual role • What are the objectives and KPIs for a First Line Manager? Think about what you do as a team member to support delivery of those objectives, answering these questions? • Come back together to discuss: • Do these measures and capabilities help me to be aligned? • Am I clearer on my role and responsibilities? • Do I have greater line of sight to the customer, to the business? How does my role contribute to SD business results? How can I make a real difference? What are the key measures of my role? What are the key capabilities and behaviours of my role?

15. Progress made and, more to do Transforming the way we manage our business – connecting to our scorecard