BT Openreach Operations - Managing Performance

  Prior to, and certainly subsequent to the carriage, acceptance or remission of a number of motions at Conference 2008, the CWU Executive team has been in dialogue with Openreach Operations regarding Performance Management in general and, more specifically, the rising tide of disciplines following Critical Defects and alleged safety failures.

 As part of that process, we collated numerous examples supplied by Branches where we believed discipline was an inappropriate response.  This was extremely useful in taking the debate out of the realms of anecdote and into a fact based discussion.

 The debate with Openreach Operations is ongoing and the CWU team recently met with Karen Witts, Managing Director, Operations to finalise a statement jointly agreed between the CWU and Openreach Operations.  The statement sets out some basic principles of managing performance and jointly agreed approach to ways of working.

 It should be stressed that both Openreach Operations and the CWU see this statement as the beginning of a dialogue on how the basic principles are applied in the real world rather than the final act.  Indeed, one piece of work that flows from this is a review of the audit process and critical defects.  I will report further as events unfold.

  MANAGING PERFORMANCE IN OPENREACH OPERATIONS

 The following statement is jointly agreed between the CWU and Openreach:

“The market in which Openreach operates is highly challenging, fast moving, competitive and demanding; and  the success of Openreach will depend on us all understanding and responding to these dynamics.  At a very basic level, Openreach’s customers expect to get what they have ordered, delivered when Openreach says  it will deliver it , and for that delivery to be a quality one, which is done correctly in the first instance , and stays working.  These requirements are captured and addressed  in the Right First Time (RFT) programme.

We agree that in order to deliver RFT, Openreach needs to create the right operating environment to support high performance.  For individuals to perform at high, and best possible levels,  they need appropriate  coaching, training and encouragement.  Openreach Performance Management is aimed  at providing a positive and supportive environment for managing performance and skills development. Recognition and reinforcement of good performance is key.  Where performance does not meet clearly set out criteria, we jointly recognize the need to take action to correct this, using the appropriate blend of support and coaching. The right business outcome is that this will  enable people to improve performance; we recognize that it is inevitable that a minority will find this more difficult than others.

Openreach policy is that performance leadership at all levels within Openreach  is based on fairness and transparency. This is supported by the CWU.  We agree that individuals should know what is expected of them and how and why performance will be monitored. The process around personal development has a number of components including Quarterly 1:.1s, APRs/DPRs, Job Standards and Performance Improvement plans. The process is designed to help all people understand the issues and barriers that get in the way of good performance and delivery, so that those barriers can be removed. Managers have a responsibility to ensure that effective performance leadership is good for individuals and good for our customers.

Our Jointly Agreed Approach to Ways of Working

 Performance leadership requires joint effort from both the individual and the line manager.  A number of factors may impact performance, e.g. skills, experience, personal circumstances, structural barriers, attitude and motivation,  and these should be taken into consideration when assessing the performance of an individual.

Where specific development needs are identified Managers will work with the individual to draw up a development plan which sets out the pathway to improvement; which is documented, regularly monitored with results  appropriately fed back.

People should know what is expected of them through their Job Descriptions and in clear documented required standards of work. Managers must  ensure people know how well they are doing  by giving  fact-based feedback at regular 1:1s.

Appropriate Coaching and supporting are fundamental in raising the contribution of  individuals and teams.  Our aim is to help individuals to fulfil their full potential. The coaching and support that lie behind this aim  may  require individuals to be placed on a PiP (Performance Improvement Plan).  The desired outcome of a PIP is that individuals will achieve the required standards for their role. When reviewing individual or team performance managers will review data on a regular basis over an agreed  period of time and will avoid drawing conclusions from a single day's results or one measure.  People who are unable to improve after the right  levels of  support have been worked through will be helped to find a role that better suits their skills, experience and capabilities  We of course expect most people will reach the required standard given the right support.

It is agreed that action and consequences for failings such as critical defects and safety breaches will depend on the seriousness of the failure, and the impact, or potential impact on individuals, customers and members of the public.

Our joint desire is to have a high performing organization, which operates in an environment of high challenge, where individuals are respected and where necessary supported and where the  natural human aspiration to want to succeed  is actively encouraged and given the opportunity to thrive”