In Strictest Confidence

Flexible Resource Unit (FRU)

© British Telecommunications plc

In Strictest Confidence

Content Overview

• Objectives• Current Status • Key Operating Principles• Overview of the New Model• Structure & Workflow of the Flexible Resource Unit

Objectives of Flexible Resource Unit

Service Management

Engineering

Change Consultancy & Advisory Servises

Objectives

•To establish flexible resource units in specific skill areas to; • Support variability in resource demands across the business• Avoid unnecessary short term 3rd party spend• Utilise redeployee resource more effectively

•To establish hubs in response to business need in specific locations across the UK e.g. London Retail Contact Centre, AS&M, Engineering

Flexible resource units established for specific skills and, where relevant specific locations

Current Status

Flexible Resource Units - Current StatusAn initial 80 people, currently on BTTC secondments have been identified, (based on performance and job family) will be moved into the flexible resource units early NovemberInitially the flexible units will be: Change Consultancy & Advisory Services (Business Improvement, Transformation, Project & Programme Mgmt.) but we will also establish a Service Management pool (Contact Centre, Sales, Client Mgmt.) and, potentially, an Engineering Services poolWe are putting in place a new management structure, with a head for each skill group. We have a selection and assessment process established in conjunction with key professional community leads and will assess the current and future joiners to the flexible unitsMore effective performance management of people in the pool will be established with a more formal interface between the pool managers and end usersWhere there is excess demand for resource which cannot be supported by individuals currently in the flexible units or redeployees, we will use the internal recruitment team to attract and identify new resource from the general BT population and create backfill opportunities for redeployeesWe will formally launch with support tools and communicationsWe will continue to work with Prospect and CWU to develop the model

Key Operating Principles

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• To establish a permanent flexible resource unit to manage variability in resource demands across the business, avoiding unnecessary short term 3rd party spend

• Managed on a commercial /professional basis, the unit Head will be a commercial / business person, practice mangers within the unit will be domain experts

• Unit management will identify, manage and develop demand for opportunities, including;• Current pipeline for insourcing including all agency spend • Historic landscape for secondment resource from the BTTC• Internal recruitment process , via dedicated team • Comms and proactive marketing to encourage the LoBs to utilise, Governance to ensure conformity.

• The flexible resource population will be selected from;• Existing BTTC population, including those on secondment • Future surplus• General BT population, Talent (prompting “double shuffles”)

Key purpose

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Expertise2

Commercials

Generating demand

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Skills matching

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• Initial units will be Change Consultancy & Advisory Services ( Business Transformation, Business Improvement, Project/Programme Management, Strategy) and Service Management (Sales . Contact Centres & Client Management)

Skill sets within Unit

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• Each activity will be scoped with clear performance objectives and standards set. Continuous review by the practice managers and direct feedback from customers of the FRU in the LoBs.

Performance management

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• Appropriate costing models will be established e.g.• Rate card process - utilisation target (typically 80% +), resource will be charged out to the LoBs

• CPA on transfer

• Central funding for management structure

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No entry for people involved in formal BT performance

process

Flexible Resource Units• First units - Change Consultancy & Advisory Services & Service Management • Flexible resource pool for temporary requests for resource• Manpower model, with links to contracting/procurement • Each project scoped, with clear performance management•Commercial domain experts•Deployed in change/critical project instead of external consultants

Redeployment• Focus on finding new permanent role• Supported by ‘search’ consultants• Clear performance management• Intake selection process• New matching capability SeeMore, Linked in

Internal Recruitment

Team

Working as a recruitment agency

2 way proactive matching

to current and future BT skills

requirements

Assessment

Development Paths & Training

Skills Profiling

Interview

Existing and future

redeployees

Career and development

moves of general BT population

TalentFast Trackers

GraduatesEx Apprentices

MBAs etc.

Overview of New Model

BT People

All BT

jobs

BT Internal Vacancies (BAU)

Intake Criteria

Selection Tools

© British Telecommunications plc

In Strictest Confidence

Flexible Resource Unit –Structure & Workflow

Flexible Resourcing Practice Manager/s

Responsible for the scoping and allocation of tasks and management of resource

Flexible Resource HeadResponsibility for the FRU to include; strategy, achievement of key objectives e.g. utilisation of

FRU

Assessment

Development Paths & Training

Interviews

Skills Profiling

Internal Recruitment Team Responsible for advertising

demand across BT , matching and placing

resource into Units and roles

Current and future

redeployee applicants (To include MCC and

other priority candidates)

Current and future

redeployee applicants (To include MCC and

other priority candidates)

BT internal applicants

BT internal applicants

Selection process

Internal demand for resource

Head of Internal Resource & Deployment

Accountable for  internal deployment of resource i.e. redeployment of redundant skills to the acquisition of

skills required to deliver BT’s strategy and growth plans

Candidate attraction/identification

Change Consultancy & Advisory

Services(Business

Improvement, Transformation,

Project & Programme Mgmt.)

Change Consultancy & Advisory

Services(Business

Improvement, Transformation,

Project & Programme Mgmt.)

Service Management

(Contact Centre, Sales , Client Mgmt.)

Engineering Phase 2