the knowledge and skills they need, when they need it. Across the world, our employees used the BT Academy website more than 400,000 times this year. Each month, over 20% of our people are now sharing information and ideas, as well as accessing learning materials online. The tools we’ve developed have won awards both at the Learning and Performance Institute Annual Learning Awards 2016, and at the Training Journal Awards 2015. Engaging our people We want to engage people in every part of our organisation. They need to know how they can contribute to our success. And we need to know how we’re doing as an employer. Our CEO and executive team regularly communicate about our strategy and speak to people directly through roadshows, site visits and webchats. But they don’t do all the talking. We ask our people how we can improve and we listen to what they’ve got to say. Listening to our people We want people to tell us how they feel about working at BT, to help us become a better employer. This year, more than 72,000 people took part in each of our twice-yearly employee surveys. Overall engagement was stable at 3.81 points out of 5, although this is still lower than the average score of 3.95 in our industry. We’re using the results of the surveys to refine our people strategy and target change across the business. Our people continue to feel valued by their managers and take pride in our products and services. Around 72% agreed that their manager cares about them as a person and 81% would recommend our products and services to friends and family. They told us they would like us to simplify systems to help them work more efficiently and provide better service for our customers. And they want to see better communication from senior leaders on strategy and progress. We’re responding with improved systems, processes and tools to serve customers and regular communication on strategy and changes in the business. Beyond these surveys, people can raise any issues informally with their managers. But we also engage in more formal dialogue with employees and their representatives through our European Consultative Council, and discussions with the Communication Workers Union and Prospect in the UK. Managing change
the knowledge and skills they need, when they need it. Across the world, our employees used the BT Academy website more than 400,000 times this year. Each month, over 20% of our people are now sharing information and ideas, as well as accessing learning materials online. The tools we’ve developed have won awards both at the Learning and Performance Institute Annual Learning Awards 2016, and at the Training Journal Awards 2015. Engaging our people We want to engage people in every part of our organisation. They need to know how they can contribute to our success. And we need to know how we’re doing as an employer. Our CEO and executive team regularly communicate about our strategy and speak to people directly through roadshows, site visits and webchats. But they don’t do all the talking. We ask our people how we can improve and we listen to what they’ve got to say. Listening to our people We want people to tell us how they feel about working at BT, to help us become a better employer. This year, more than 72,000 people took part in each of our twice-yearly employee surveys. Overall engagement was stable at 3.81 points out of 5, although this is still lower than the average score of 3.95 in our industry. We’re using the results of the surveys to refine our people strategy and target change across the business. Our people continue to feel valued by their managers and take pride in our products and services. Around 72% agreed that their manager cares about them as a person and 81% would recommend our products and services to friends and family. They told us they would like us to simplify systems to help them work more efficiently and provide better service for our customers. And they want to see better communication from senior leaders on strategy and progress. We’re responding with improved systems, processes and tools to serve customers and regular communication on strategy and changes in the business. Beyond these surveys, people can raise any issues informally with their managers. But we also engage in more formal dialogue with employees and their representatives through our European Consultative Council, and discussions with the Communication Workers Union and Prospect in the UK. Managing change
2016_BTDeliveringOurPurposeReport2015_16-Accessible.docx