building together a high performance culture in btmsl - a commitment all btmsl people managers...
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Building together a high performance culture in BTMSL- a commitment
All BTMSL People Managers November 2010
BTMSL is committed to driving a high performance culture, which appropriately recognises and rewards the success and contribution of our people, develops our talent and motivates
all to perform an excellent job on behalf of our CustomersWhat we expect in practice
We willUse the full range of performance ratings, so the different levels of contribution that people make are recognised and recorded accurately and fairly
Expect people managers to recognise high performance as well as quickly tackling instances where people fall short of what’s expected of them
Understand, and take account of, any underlying personal circumstances that could be causing someone not be giving their best and support them appropriately
Ensure there’s consistency and fairness in how ratings are applied across BT by comparing the performance of individuals, teams and business units whilst maintaining confidentiality.
We won’t Force a predetermined distribution of performance ratings (sometimes called ‘forced distribution’)
Spring performance ratings as a surprise on people
Equate ‘Development Needed’ with an automatic formal performance improvement plan (PIP).
Your job standards as People Managers
I am responsible for:
How to do it
Setting out roles and responsibilities
Give my people a clear job description (and job standards) to cover their responsibilities Record it on e-Performance and review it annually or if their role changes Communicate BT’s Code of Conduct (or local equivalent outside of UK) and make sure that I, and
my people, are aligned to this
Setting performance expectations (managers of managers)
Set stretching SMART objectives and job standards recording them on e-Performance by the due dates
Agree these with my people and review them regularly, at least quarterly Communicate and role model, the behaviours I expect of people, using the BT values and
Leadership Capabilities to guide me
Setting performance expectations (managers of team members)
Make sure people understand your objectives as a team, their role in meeting these, what you expect of them and the key performance indicators (KPIs) that they’ll be measured against
Agree these with my people and review them regularly, at least quarterly Communicate and role model, the behaviours I expect of my people using the BT values and
Team Member Capabilities to guide me
Managing and reviewing performance
Talk to the people in my team - Hold regular 1:1s with people in my team to discuss their progress and performance at least quarterly, and ideally monthly. These are best face to face. Record any actions or commitments on e-Performance
Give honest, fair and consistent feedback regularly so there are no surprises when my people’s performance is reviewed
Spot good work, tell people about it and recognise it Hold quarterly and annual reviews and record ratings on e-Performance by due dates Use appropriate performance ratings when reviewing my team’s performance each year, taking
account of people’s different levels of contribution. Contribute to levelling sessions and make sure that my people understand any decisions made
Dealing with performance problems
Tell people when they are not meeting my expectations – use evidence and balanced feedback Get to the bottom of problems with performance, conduct and attendance, being firm but fair in the
way I help people overcome these. Report absence using the formal system the team uses e.g. BT People System and record action
taken Ask HR for support if I need it
Your job standards as People Managers
I am responsible for:
How to do it
Holding effective team meetings
Schedule and run quality team meetings (face to face or using technologies) at least quarterly, where we discuss important news for the business (e.g. core briefs) and team performance and issues
Make messages relevant for my people
Team working across the business
Set an example to my team by working across the business. Show them how much there is to learn from other parts of the business.
Encourage people in my team to respect, learn from and support each other and don’t allow their colleagues to fail
Recognise those who do the right thing for the customer Proactively work with others across BT to deliver the right thing for BT and the customer
My people’s safety and wellbeing
Reduce health, safety & wellbeing risks to my people, customers, contractors and public – identify and report critical incidents, making sure I understand what caused them & minimise the chances they happen again
Make sure that my team are properly equipped and competent to do the work I expect them to Create a healthy working environment so that people don’t get ill because of the work they do. Act
when I see signs that people’s wellbeing (including my own) appear to be suffering. Get support from BT
Support my people while they are absent due to illness and actively seek opportunities to help them return to work
Address bullying & harassment immediately. Know how my behaviour affects others Deal with complaints from the people in my team about the way they are being managed or
treated. Discuss how things could be resolved. If it becomes a formal grievance, get specialist advice from HR
Equivalent customer service (only in UK)
Comply with the spirit of the undertakings (UK only) following company policies Report known offences and compliance breaches
Your job standards as People Managers
I am responsible for:
How to do it
Championing BT’s strategic objectives
Help the team understand the goals of the business, why change is necessary and involve them in implementing change, answering any questions they might have
Champion BT’s strategic objectives and senior manager decisions Find ways to simplify and speed up the way the team works, removing barriers that prevent
people from doing their job well
Developing my people
Ensure a quality personal development plan (PDP) is in place for me and my people and recorded on e-Performance
Help people to develop, learn and grow - through coaching, formal training, and learning from one another
Support talented individuals to develop and be stretched and put forward for review for inclusion in the BT Talent Pool
Ensure 100% completion of mandatory training activities for myself and all my people Ensure myself and my people are aware of their personal responsibility in relation to Equality &
Diversity, on line training is available to help with this
Engaging my people
Know my people – understand what keeps them engaged in their work. Make sure they have everything they need to stay motivated
Be visible as a leader. Celebrate successes, tackle the difficult issues, dispel myths and encourage people to participate in solving problems
Involve my team in improving engagement, using feedback they’ve shared (e.g. CAREagile) Treat people from all backgrounds fairly, with dignity and respect
Saying thank you Praise good work openly and often. Give recognition to reinforce the behaviours of those who do
the right thing for the customer and for BT
Giving reasonable pay and bonus
Provide reasonable pay and/or bonus recommendations, differentiated by contribution, following the communicated timelines