Tag: 上海后花园DEC


first_imgBT rings the changes with the right blendOn 16 Jul 2002 in Personnel Today Previous Article Next Article One of the best-known brands in the UK, BT is undoubtedly in pole positionwhen it comes to expanding the telecoms market and blended learning plays a keypart in that development. By Nic PatonThe best-known of Britain’s telecoms firms and, until the rise of Vodafone,the biggest, BT – or British Telecom as it was then known – was born in 1981when it was split from the Post Office. It floated in 1984 and, as the first national listing of a public utility,became one of the benchmark privatisations of the Thatcher era. The company changed its name to BT in 1991, unveiling its famous (and muchcriticised at the time) ‘Piper’ logo and, in 1999, took sole ownership of BTCellnet, the UK mobile phone business. However, the high cost of the auction for the next generation of mobile phonesand a series of expensive overseas acquisitions and joint ventures plunged thecompany deeply into debt and, two years ago, a comprehensive restructuringoperation was announced. This included splitting its fixed-line telephony businesses and, last year,selling its Yell directories business, undertaking the UK’s largest ever rightsissue and demerging BT Wireless, its global mobile arm, which was renamed mmO2.Chairman Sir Iain Vallance and chief executive Sir Peter Bonfield bothdeparted. As of March, BT employed about 108,600 staff, mostly in the UK. Pre-taxprofits for the year were £1.27bn on turnover of £18.45bn, down on the £1.76bnthe previous year. Early in 2002, new chief executive Ben Verwaayen set out the company’sstrategy of becoming a single, integrated telecommunications business, a movewelcomed by the City, which had in the past accused BT of trying too hard to beall things to all men and ending up as master of none. RecruitmentLast year, BT recruited 4,000 staff – 400 graduates with the rest split50/50 between managers and other staff. In a sector that is notoriouslyfast-moving and difficult to judge, this year’s targets are likely to be muchthe same, says Caroline Waters, head of employment policy. All graduates are enrolled on a two-year training programme, through thecompany’s Virtual Academy e-learning portal, with trainees placed in localbusiness units to build up valuable experience. For the first time this year, BT has insisted that graduates apply online,having run a conventional application process in parallel for the past threeyears. RetentionThe staff turnover rate at BT is about 3 per cent, markedly below theindustry average of 7 to 12 per cent, says Waters. Benefits include share saveand profit sharing schemes, holidays and extensive flexible workingopportunities. BT is considered something of a pioneer of flexible working, through itsFreedom to Work initiative. It currently has 700 job sharers, 5,200 homeworkers, 8,000 part-time workers and 60,000 staff who work remotely. Callcentre operatives have a choice of 200 different attendance patterns. Staff can also apply for adoptive, parental and maternity leave, all ofwhich tend to be offered at above statutory minimum levels. BT has a 98 percent return rate of people coming back to work following maternity, saysWaters. “Some people even turn down higher paid jobs to come back to us becauseof the flexibility,” she claims. Discounted nursery places are on offer, there are creches at companytraining centres and BT operates a partnership scheme with nursery providerJigsaw to provide nursery places for local workers. Training and development The training department is made up of 400 staff and training is blended,split between the online Virtual Academy, launched in 1999, and instructor-ledtraining. The company has moved away from the idea of offering trainees a set numberof training days on induction, or demanding that staff do a certain number ofdays’ training a year, explains Waters. Instead, staff are expected to work with their line manager when they joinand develop a “career life plan”, designed to take account of theircareer goals and aspirations. “We like to think we employ peopleholistically,” says Waters. “People sit down and talk about what theyneed. There should be open and trusting communication.” The ethos iscompletely the same for call centre staff. Performance management “There is an absolute and direct line of sight between us and BT,”says Waters. Personnel goals have been set using BT’s five-year strategic plan– now being reviewed – which was designed to outline goals for everyone fromthe door keeper to the chief executive, she adds. Staff performance is broken down into individual competencies, managementobjectives and team goals. There is a corporate scorecard system and a range ofperformance-linked pay and benefit systems. While appraisal is expected to be constant – through the career life plansupported by ongoing dialogue – there is an annual review process that linksinto a personal development plan. This plan is accessible via the intranet oravailable as a print-out. The company’s core values have been constant for the past 12 to 15 years,says Waters, and are available in a booklet form, called The Way We Work, toevery member of staff. It is also permanently available on BT’s intranet. When it comes to succession planning, BT operates a network of careercouncils right across the business, which feed into executive development andfast-track programmes. Anyone who scouts someone with potential is expected tofeed the information into their local career council. The company is always on the hunt for new blood, says Waters. HR factfileAlex WilsonGroup HR directorWilson took up his post yesterday, replacing John Steele who has retired.Previously senior vice-president of HR at technology firm ICL,Wilson worked his way up the HR ladder through a variety of positions at Ford,Grand Metropolitan and Guinness and, once the two had merged, Diageo.The HR director is a not a board-level position and, as such,BT does not divulge salary levels.While it is impossible to predict how Wilson intends to spendhis time, in the past, a large proportion of Steele’s time was spent on two keyareas, ensuring HR helps drive forward the strategy of the business andfocusing on the individual within the business, suggests Caroline Waters, headof employment policy.Highlights of the job include working in an “immenselyexciting”, fast-changing environment and being able to use technology togive HR even greater flexibility and impact, she believes.Size of HR teamThe BT HR team has some 600 staff, of which 60 are responsiblefor policy, employee relations and compensation and benefits issues.HR department structureEach of the business lines has an HR director who works withthe chief executive and the board, supported by a raft of business partners.The transactional HR function has been outsourced, freeing the core HR staff todeal with the more strategic issues. An e-HR function has been in place for thepast 15 to 20 years.Ratio of HR to employees1:200.Key HR initiativesLast year, BT developed a concept called Agile Business,Balanced Life, including holding a conference and exhibition for business leadersto prove that work-life balance can mesh with successful business practice.BT’s Cost Busters initiative has already saved £1bn by lookingat innovative ways to cut costs, such as, encouraging more staff to work fromhome, says Waters.HR priorities for the yearChange management is likely to be an ongoing priority this yearas are diversity, work-life balance and making cost-savings. Related posts:No related photos. Comments are closed. last_img read more

Recent Comments