Service Delivery Talent Academy
HR and Line Manager Guidance
Chetna Shah
Service Delivery Talent Academy
The Service Delivery Talent Academy is made up of two sub academies and is designed to attract and develop our
best people and to build a continuous pipeline of leaders at first and second line leaders. The two sub academies
are:
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Managers Academy – to develop individuals typically at first line or equivalent who have the ambition and
potential to progress to second line leader roles
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Service Delivery Future Leaders Academy - to develop individuals typically at team member or equivalent who
have the ambition and potential to progress to first line leader roles. Individuals in the Future Leaders Academy
will also be a feeder pool into the Operate Future Leaders Programme
These have already been established in the ex Field areas and through the establishment of Service Delivery the
Academy has been updated and to now re-launched across all of Service Delivery
The aim of the Talent Academy is to:
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To provide Service Delivery with a continuous pipeline of skilled and willing leaders
To motivate & retain key people who demonstrate potential and a desire to progress
Develop individuals skills’ & capabilities’ to support them in being leaders of the future
To leverage current developmental programmes e.g. FLP, Leadership Pathway etc to support development
To develop an enhanced employee proposition by demonstrating commitment to our best people
The Talent Academy will be established across Service Delivery and will be for UK and non UK employees
At this stage we will not be widening the Technical Talent academy established in the Field flows as this is being
reviewed in terms of our offering and what this would look like now we have established Service Delivery and also
in line with establishment of BT Operate Technical Talent programme. We are however looking at the development
pathway for talented individuals who do not necessarily want to move to a leadership role.
Service Delivery Talent Academy Programme
The Talent Academy Programme for both Managers Academy and SD Future Leaders is for 12 months and
will run from January to December and consists of the following:
• Networking and Leadership Skills development through quarterly talent event or workshop
• Knowledge calls
• Access to FLM Modular Programme and Group Leadership programmes e.g. ILP, Practical Leadership
Essentials, Leadership Launch pad (where available and appropriate outside of UK)
•1 x Career 1-1 with HRBP/SMT member
•Mentor assigned from individuals in Managers Academy (for team members), SD members of Group Talent
pool
•First sight secondment or permanent first line/second line manager vacancies across Service Delivery where
appropriate (following BTTC review for permanent roles)
•Priority consideration for unit projects/initiatives
•Job shadowing and job specific development
• LSI 1 and 2 or insights (Managers Academy only)
After the 12 month programme individuals in the SD Future Leaders Pool will be a feeder pool for the Operate Future Leaders
Programme and considered for nominations to Managers Academy. Individuals in Managers Academy will be considered
nomination for Group Talent pool dependent on meeting criteria.
Entry Criteria for Managers and SD Future Leaders Academy
Entry into the Aspiring Leaders and Managers Academy is through line management ,with Senior Management
and HRBP Endorsement
Service Delivery Future Leaders
Managers Academy
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Individuals at team member or equivalent
Performance Potential Matrix rating of ‘Star
Performer’, ‘Rising Star’ or ‘Strong Performer’ as
a minimum.
APR rating of VG or above (average over 2
quarters)
Strong potential and desire to move to first line
leader roles
Demonstrate appetite for progression and is
committed and able to drive own development.
Enthusiasm and commitment to Service Delivery
success as well as own success
Act as a positive role model to others, including
role modelling leadership capabilities and lean
behaviours
Ability and willingness to develop effective
relationships with peer group and managers
across function when required
Understanding of tools used across the business
to improve performance and clear
understanding and ability to use business
language in appropriate situations
SHL online tests: Scenarios (tbc)
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Individuals at Band 1or equivalent
Performance Potential Matrix rating of ‘Star
Performer’, ‘Rising Star’ or ‘Strong Performer’ as
a minimum.
APR rating of VG or above (Average over 4
quarters)
Strong potential and desire to move to roles at
tier 4 level either operational or functional
(typically band 2 level)
Demonstrate appetite for progression and is
committed and able to drive own development.
Enthusiasm and commitment to Service Delivery
success as well as own success
Act as a positive role model to others, including
role modelling leadership capabilities and lean
behaviours
Ability and willingness to develop effective
relationships with peer group and managers
across function when required
Understanding of tools used across the business
to improve performance and clear
understanding and ability to use business
language in appropriate situations
SHL online tests: Scenarios/numerical and
verbal reasoning (tbc)
Talent Academy Identification Process
Line Manger
Nomination
On-line
Assessment
Final
Review
and
sign off
• Line manager nominations as per criteria
• Nominations collated by HRBP and reviewed with HR Lead and Senior Leader
• HRBP ensure the nominations are robust, based on objective evidence and diverse and
challenging
• Flow nominations signed off by Unit lead and HR lead and submitted to SD Talent Lead by 14
October
• SD Talent Lead review nominations and invite individuals to undertake on-line assessment
o Leadership scenarios for SD Future Leaders Academy
o Leadership scenarios and numerical and verbal reasoning for Managers Academy
• Nominations reviewed by SD Talent Lead and HR Lead against outcomes of on-line assessment for
final sign off with Unit lead
•Successful and Unsuccessful candidates notified
Membership
Notification
Review Timescales
Action
Date
Owner
Line manager nominations
12 September - 14 October
Line Mangers/HRBP
Nominations and matrix to SD Talent
Lead
Cross SD Forum to review nominations
with HR Leads and finalisation
On line assessment for nominations
14 October
HRBP
w/c 17 October
SD Talent Lead
24 October – 23 November
SD Talent Lead
Finalisation of talent review following on 25 November
SD Talent Lead, HR Lead and Unit Lead
line assessment and BU sign off
Talent pool “remove conversations”
28 November - 17 December Line Managers – monitored by HRBP
completed
Talent Pool notification
12 December – 31 December SD Talent Lead
Talent Year Begins
Welcome Call
01 January 2012
w/c 09 January 2012
SD Talent Lead
How do the Talent Pools fit together?
Group Talent Pool
Governed by BT Group
Individuals at all management levels in the organisation that appear to have the potential
to reach senior executive positions. 3 categories in Group Talent Pool:
PLTS - LOB or functional Leadership role within 5 years
RHP – Executive role and PLTS status within 2 years
ET - Expected to reach senior positions given cross functional exposure
Manager Talent
Academy
1 year programme designed to develop individuals in first line management or equivalent
roles who have the potential to move up 1-2 levels above in the organisation. Succession
pipeline for middle management roles. Potential feeder pool for Group Talent Pool
dependent on the individual meeting entry requirements
SD Future Leaders
Academy
1 year programme designed to develop team members or equivalent who have the
potential to move into First Line Manager roles. Potential feeder pool for Manager
Academy (dependent on entry requirements) and Operate Future Leaders Programme
SUPPORTING MATERIAL
1: Plot on 3x3
Performance vs Potential Matrix Guidance
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Simple tool to help categorise individuals, based on:
Critical Player
Strong Performer
Star Performer
H
Acceptable Performer Consistent Performer
Performance
Performance (plotted on the vertical axis):
Is this individual’s performance Low, Medium or High based on the
individual’s Scorecard performance and DPR rating (which capture
both the ‘what’ and ‘how’ of performance)?
Rising
Star
M
Unaccept
able
Performer
Marginal Performer New Entrant or Learner
L
Potential (plotted on the horizontal axis)
Is this individual’s potential for progression Low, Medium or High?
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L
M
H
Potential
Guidance within each of the 9 boxes to help plot people in the most appropriate category. NB:
these are for guidance only and judgement still needs to be applied in terms of identifying where an
individual best sits rather than using it formulaically.
Important that categorisation is based on tangible, available evidence – hence the guidance provided
on using e.g. APR ratings
Tool is intended to provide a simple, snapshot summary of individuals to facilitate the Talent Review
process
For Talent Review purposes, the intention is to use this as a simple tool for reviewing & selecting
from an initial long list of potential talent pool nominees (likely to be those individuals who fall into
the green box).
Also, use the example prompt questions to assess both performance and potential.
1.
Plot on 3x3
Identification Prompt questions – Performance, ‘What’
Questions to help gauge ‘what’ an individual has achieved
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Has he/she been identified as Very Good or Excellent in their most recent APR?
Has he/she exceeded ‘on target’ / achieved ‘stretch’ on their scorecard objectives year on year?
Does he/she work collaboratively across BT in order to deliver the right solutions for
customers?
Does he/she treat others with respect?
Does he/she lead by example, valuing the diversity of those around them?
Does he/she take the initiative, not waiting to be told?
Does he/she willingly accept accountability?
Does he/she always meet deadlines?
Does he/she always produce work of a high standard?
Does he/she have a history of taking on and meeting new challenges?
Does he/she generally perform above average compared to their peer group on a significant
number of BT’s leadership capabilities?
1.
Plot on 3x3
Identification Prompt questions – Performance, ‘How’
Leadership Capabilities - Questions to help gauge ‘how’ individuals deliver
New Leadership Capabilities being developed – details TBC
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Customer Connected: Does he/she put customers at the centre of everything he/she
does?
Bottom Line: Does he/she apply commercial judgement to drive profitable growth and
customer satisfaction?
Inspiring: Does he/she take an innovative approach?
Heart: Is he/she passionate about BT and energises others?
Drive for Results: Does he/she look for better ways of approaching things to drive
standards of excellence?
Helpful: Does he/she work across boundaries to achieve the best outcome for BT and
its customers?
Trustworthy: Does he/she deliver on his/her commitments?
Straightforward: Does he/she make things simple?
Coaching for Performance: Does he/she help others to achieve their full potential?
1.
Plot on 3x3:
Identification Prompt questions – Potential
Engagement
• Does he/she role model performance for others?
• Does he/she consistently demonstrate the BT values?
• Does he/she demonstrate commitment to and drive BT’s Strategy?
• Does he/she act in a ‘One BT’ way putting the customer’s needs at the forefront of all decisions?
• Does he/she proactively support others around the business?
Thought Agility
• Does he/she learn rapidly from new experiences?
• Does he/she value the diverse opinions and approaches of others?
• Does he/she apply sound judgement in unfamiliar situations?
Ambition
• Does he/she repeatedly express a desire to advance or progress in BT?
• Is the individual continually developing their job knowledge in order to progress?
• Do you think the individual has the potential to progress to move 1-2 levels in the organisation?
Performance v potential matrix definitions
Performance (use scorecard & APR as a guide
Critical Player/Key Player
• Consistently delivers above target on
H
M
Strong
Performer/Contributor
Star
Performer/Contributor
stretching objectives
•Rated overall E/VG/on APR; several VG’s &
E’s on capability ratings
• Is seen as a thought leader in his/her
specialist area ; deep expert
• Unlikely to progress into bigger more
complex roles or move outside their area of
expertise
•Role Model performer against BT values
• Consistently delivers above target on
stretching objectives
• Rated overall E/VG on APR; several VG’s &
E’s on capability ratings
• Shows potential to take on bigger more
complex roles within and outside current
work area
• Role model performer against BT values
• Demonstrates ambition to develop and
progress in career
• Consistently delivers above target on
stretching objectives
• Rated overall E/VG on APR, several VG’s &
E’s on capability ratings
• Shows potential to take on significantly
bigger, more complex roles within and
outside current work area
•Role model performer against BT values
•Shows real hunger to progress, learn and
gain advancement & bigger opportunities
Acceptable
Performer/Contributor
Consistent
Performer/Contributor
• Delivers on or above target on scorecard
objectives
•Rated overall at least AS on APR; most
capability rating at least AS
• Unlikely to progress into bigger, more
complex roles
Unacceptable
Performer/Contributor
L
• Isn’t meeting most scorecard objectives
• Rated overall U on APR, majority of
capability ratings are less than DN
• Unlikely to progress into bigger, more
complex roles
L
• Delivers on or above target on scorecard
objectives
• Rated overall at least AS on APR; most
capability ratings at least AS
• Shows potential to take on bigger, more
complex roles within and outside current
work area
Rising Star
• Delivers on or above target on scorecard
objectives
• Rated overall at least AS on APR; most
capability ratings at least AS
• Shoes potential to take on significantly
bigger, more complex roles within and
outside current work area
• Demonstrates ambition to develop and
progress in career
Marginal
Performer/Contributor
• Isn’t meeting most scorecard objectives
• Rated overall DNs on APR; majority of
capability ratings less than AS
• Shows potential to take on bigger, more
complex roles within and outside current
work area ( may be in the wrong role or
dealing with mitigating circumstances)
New Entrant or
Learner
• May be new to BT/too early to say
•Expected to progress and deliver strong
performance
M
Potential (assessment of their future capability)
H
9 Box Model Template
Performance
Critical/Key Player
Strong Performer
Star Performer
Acceptable Performer
Consistent Performer
Rising Star
Unacceptable
Performer
Marginal Performer
A - High
B- Mid
New Entrant or Learner
C - Low
C - Low
B- Mid
A - High
Potential