British Telecom

The following case study was contributed by Margaret Savage, director of BT HR strategy and systems.

Introduction

BT Group's iterative HR Strategy process and rolling business planning model, developed during the first years of the new decade, are designed to integrate five key elements that help to shape the company's goals and key activities:

-  The BT Group's Strategic Imperatives

-  Individual Line of Business operational drivers

-  Implications of transformational and operational change on BT people

-  The BTHR strategic responses/interventions/deliverables

-  The functional and cost factors implicit in the BTHR business model including the outsourcing of all transactional and shared service activities and the continuous professionalisation of members of the BTHR team.

To examine how these inter-relate in practice, it is worth looking at how they coalesced during the period 2003-4.

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