British Telecom

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

Introduction

The need to develop senior staff in group and business functions with distinctive skill sets to cope with this new agenda is vividly illustrated by the learning curve that the BT Group underwent in its re-structuring of the HR function, the centrepiece being a service agreement with the leading management consultancy, Accenture.

Largely as a result of the decision to outsource their personnel services, the group HR function increasingly distinguished between functions (and therefore capabilities) that are transactional, those that 'add' value (ie support strategic aims) and those that 'create' value (ie shape or inspire strategic aims).

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