BT as a learning organisation Alex Wilson Group

BT as a learning organisation Alex Wilson Group HR Director

• One of the world’s leading providers of communications solutions and services • Principal activities include networked IT services; local, national and international telecommunications services; highervalue broadband internet products and services and converged fixed/mobile products and services • Annual turnover of about £ 20. 2 billion • A FTSE 20 company • Over 100, 000 employees • Operating in 170 countries. © British Telecommunications plc Principal Lines of Business - BT Retail - BT Wholesale - BT Global Services - BT Operate - BT Design - Openreach

Learning at the heart of BT Long term Partnership with our customers Defend Traditional • • Improved service Price innovation Reduce costs / improve margin Customers Shareholders Aggressive & creative marketing 21 st Century Network Grow new wave • Networked IT services • • Broadband Mobility . . . and consistent delivery BT People Strategy © British Telecommunications plc Learning at the heart of BT BT people

Learning strategy annual life cycle Business Agenda Tracking • Define required skills/capabilities Learning Plan • ROI and business value reported to Operating Committee • Closing skills gap • Agreed with CEOs 2007/8 spend £ 120 million Learning Management System Deliver the Plan • Learning Council Delivery Model • Strategic partner • PSL • In-house © British Telecommunications plc

Delivering world class skills in BT - the ‘skills escalator’ Progression from foundation degree to honours degree is not subject to additional funding. Higher apprentices may provide a compelling alternative to graduates. 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. Potential (currently untapped) funded learning programmes. © British Telecommunications plc

Talent feed Internal promotions Direct hires Apprentices © British Telecommunications plc MBAs Graduates

Entry to the BT talent pool Future potential Current performance Ability • Exceptional results • Broad range of exceptional capabilities. © British Telecommunications plc Engagement • Commitment to BT and its goals • Demonstrates allegiance to the BT Values • True ‘One BT’ behaviour • Self-less support to others. Thought Agility • Learns rapidly from new experiences • Sound judgement in unfamiliar situations • Comfort with ambiguity. Ambition • Tenacity and drive • Drives own career forward • Seizes opportunities to develop • Influences others.

BT’s talent pool structure Potential Leadership Team Successors (PLTS) Regarded as having the capability to undertake a Lo. B or functional leadership team role within five years. 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. Emerging Talent (ET) Our ones to watch. Individuals showing exceptional potential who may reach very senior positions given cross-functional exposure, support and coaching. © British Telecommunications plc

BT’s talent deal We openly communicate talent pool membership and what it means: • A formal annual career development review • Continued exceptional performance, achievement of objectives, evidence of commitment to One BT and BT values • Events and access to senior executives to build individual knowledge, visibility and networks • Developmental career moves • Creating and delivering a development plan which could include: - Access to executive leadership development programmes - Job-specific development - Mentoring from a senior manager - Executive coaching. BT’s commitment © British Telecommunications plc • Provision of information - CV, Development and Performance Review, profile • Event/programme attendance • Talent networking - develop relationships • Contribute to acquisition and development of other talent • Accountability for development action planning. Individual’s commitment

Leadership capabilities aligned to BT’s values Brand proposition Trustworthy Helpful • We do what we say we will • We work as one team Heart • We believe in what we do Straightforward • We make things clear © British Telecommunications plc Inspiring • We create new possibilities Leadership capabilities

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. What this means… - Working across boundaries to achieve the best outcome for BT and its customers - Working with a shared sense of purpose and understanding about what needs to be done - Being willing to sacrifice one’s own interests for the good of BT’s customers. Essential behaviours… - Fosters collaboration and tackles poor cross-business team working - Creates a culture of constructive challenge - Builds alignment across the organisation to a common purpose. © British Telecommunications plc

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’ © British Telecommunications plc