In Strictest Confidence
Flexible Resource Unit (FRU)
Content Overview
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Objectives
Current Status
Key Operating Principles
Overview of the New Model
Structure & Workflow of the Flexible Resource Unit
© British Telecommunications plc
In Strictest Confidence
Objectives of Flexible Resource Unit
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
Service Management
Engineering
Change Consultancy &
Advisory Servises
Current Status
Flexible Resource Units - Current Status
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An 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 November
Initially 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 pool
We 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
units
More effective performance management of people in the pool will be established with a
more formal interface between the pool managers and end users
Where 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 redeployees
We will formally launch with support tools and communications
We will continue to work with Prospect and CWU to develop the model
Key Operating Principles
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Key purpose
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Expertise
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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
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Appropriate costing models will be established e.g.
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Commercials
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Skills matching
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Generating
demand
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Skill sets within
Unit
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Performance
management
Rate card process - utilisation target (typically 80% +), resource will be charged out to the LoBs
CPA on transfer
Central funding for management structure
The flexible resource population will be selected from;
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Existing BTTC population, including those on secondment
Future surplus
General BT population, Talent (prompting “double shuffles”)
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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.
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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)
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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.
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Overview of New Model
All
BT
jobs
Selection Tools
Intake
Criteria
BT People
Assessment
Existing and
future
redeployees
Career and
development
moves of
general BT
population
Internal
Recruitment
Team
Development
Paths &
Training
Working as a
recruitment agency
2 way proactive
matching
to current and future
BT skills
requirements
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
Skills
Profiling
Talent
Fast Trackers
Graduates
Ex Apprentices
MBAs etc.
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Focus on finding new permanent role
Supported by ‘search’ consultants
Clear performance management
Intake selection process
New matching capability SeeMore,
Linked in
Interview
BT Internal Vacancies (BAU)
No entry for people
involved in formal
BT performance
process
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In Strictest Confidence
Flexible Resource Unit –
Structure & Workflow
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
Internal
Recruitment Team
Flexible Resource Head
Responsible for advertising
demand across BT ,
matching and placing
resource into Units and
roles
Responsibility for the FRU to include; strategy,
achievement of key objectives e.g. utilisation of
FRU
Selection
process
Flexible Resourcing Practice
Manager/s
Responsible for the scoping and allocation of
tasks and management of resource
Change
Consultancy
& Advisory
Services
Assessment
Development
Paths &
Training
Service
Management
(Contact Centre,
(Business
Sales , Client
Improvement,
Transformation,
Mgmt.)
Project &
Programme
© British Telecommunications plc
Mgmt.)
Engineering
Phase 2
Interviews
Skills
Profiling
Candidate
attraction/identification
Current and
future
redeployee
applicants
(To include
MCC and
other priority
candidates)
BT internal
applicants