London Business plan 2024

Plan for London

ExpectationFocus points to deliver 2024

Index

London structure

Page 4 - 5

Objectives

Page 3

Changing Mindset

Page 6

Performance & Absence management

Page 8-9

Deadlines & Review

Page 10 - 11

2024 Targets

Page 7

Objectives

What do I aim to achive

In 2024, our primary goal is achieving operational excellence by emphasizing effective performance management and placing a strong focus on improving the quality and standards of installations. OUR AIM is to boost customer satisfaction and reduce (ELF). Additionally, we're intensifying efforts to streamline processes to minimize absences and enhance productivity. A key strategy involves increasing field manager visits to ensure a more hands-on and supportive approach to our team's performance and well-being.

How this will be achieved

• London field managers are dedicating 80% of their time to hands-on field engagement, specifically addressing performance challenges by providing coaching and emphasizing standards. This proactive approach aims to eliminate negative behaviours and conduct issues, leading to improved productivity, heightened compliance, and enhanced service quality. The goal is a reduction in customer complaints.

• Each field manager is held responsible for their team's performance, ensuring alignment with our commitments. Through increased visibility on the field, we plan to boost engagement by effectively communicating key business messages and reinforcing required standards during monthly meetings. Additionally, hard work will be duly recognized and rewarded, fostering a culture of appreciation and motivation within the team.

Service DELIVERY - TBC

East London

West

South London

efFECT

Andrew Karoullas

Patrick McInerney

Rhys Aubrey

Kudawashi Muji

Service Delivery

Service Delivery

Service Delivery

CORE PROBLEM

Compleations

Compleations

Conduct

causE

Morning routines

Absence

TOC

Standrds

Complaints

Communication

Communication

Communication

KPI - ELF

KPI -Comp/ ELF

KPI - Comp/ELF

FTTP - TBC

N11

West London

East London

efFECT

Neil

Demi Baker

Stephen Barker

Nikolas Fijalkowski

Marcus Rowe

FTTP

FTTP

FTTP

CORE PROBLEM

Compleations

Compleations

Process

causE

Jobs being put on hold

Retains

Morning routines

Compliance

Basics

Communication

KPI - ELF/ Comp

Communication

Communication

KPI - ELF

KPI - Comp/ELF

Field manager mindset

"Embrace the power of transforming your mindset; it's the key that unlocks the door to success, turning challenges into opportunities and dreams into reality."

As a FM I will spend 80% of my time on the field driving H&S Quailty Standards

Your topic

As a FM I am responsable for manageing your team preformance

Online visit notes

Documentaion

Preformance management

Quality focused visits

Feedback on preformance

Engagement

As a FM I will be planning my week to deliver

Weekly Planner

Morning routines

As a field manager I will be getting the basics right to drive a productive team

Meeting Deadlines

Delivering KPI's

Preformance related visits

Individual plans

YOU ARE ACCOUNTABLE FOR YOUR PREFORMANCE

Operational Targets

FM - KPI

Engagement & communication

c-sat

H&S

Compleations

ELF/ Testing

Manage behivours through communication

Zero tolerance on ELF & Non testing

Green on compliance

To hit contrual target

Focus on quality & reduce complaints

Preformance management mindset

Not accecpting the unacceptable

Identify issue

Visit to ouline expections & set clear targets set up plans

Esclate to AOM

Enhanced support visits

Review document

8 Review weekly

Additional support/ Support plan

Documentaion of coaching and warnings 5 weeks

Esclate

Esclation of preformance

FM to ensure Plans, Coaching visits, FDF's and other documentation are in place before eslcation. FM to manage the field and AOM to support

Absence management mindset

Not accecpting the unacceptable

High absences

Stage 1 - Document policy - No action unless it is an AWOL

Esclate to AOM

SStage 2- Conduct RTW - Explain company policy - Issue 1st Notice to improve

Review document

PAYE investigation

Stage 3- Conduct RTW - Explain company policy - Issue 2nd Notice to improve

Additional support/ Support plan

Finial Written - Esclate

Refer back to PC

Absence management process

How does it look day to day

By asking TM to focus on one issue per week we are more likly to deliver results that are consuistant

Focus on completions and reviewing previous week poor performers and updating plans 80% of time on the field

Monday

Tuesday

80% on the field

Wednesday

80% on the field

Thursday

80% on the field

Friday

80% On the field

BI - Weekly reviews

Expectation

I actively support and contribute to the ongoing development of our managers in London. As part of our operational framework, every week, all London managers will engage in a comprehensive review session with the Area Operations Manager (AOM). This session is designed not only to discuss performance but also to encourage constructive challenges that foster growth.These reviews will be structured to include clear and actionable items, ensuring that the discussions lead to tangible outcomes. In preparation for these sessions, I encourage all managers to come prepared with the following points, contributing to a proactive and collaborative approach to performance improvement.

• H&S review your area be prepared to discuss audit failing and overall review of audits you have compleated
• Review of previous action and update
• Poor preformers on Compleations, ELF, Testing and absence with paperwork demonstarting preformance management
• Data on your fails
• Review of time spent on field

Info

90 Day Plan

Focus points

C.

1. AWARENESS

2. CONSIDERATION

3. ACQUISITION

5. LOYALTY

4. Financial

30 Dayy

60 days

90 Days

120 days

150 day

• Management review
• N11 training
• Focus on absence management
• Upskilling review
• Morning basics management

• Easter
• End of financial year planning
• All complaints to be closed
• Tooling audits
• More H&S audits to be conducted

• End of year management review and pay
• Summer holiday planning
• SM holiday in May

• Sign off Business plan
• Communicate plan
• Team changes
• Qlick training
• Management structure
• Set expectation
• Pay review document sign off
• Sign off leavers audit with Chris

• Review on business plan
• Review on manager preformance
• Preformance management review
• Easter holiday planning

Thank you

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Engagement

FM Engagement plan & expectation

As we navigate the dynamic landscape of our work environment, it becomes increasingly evident that fostering engagement with our teams is paramount to our collective success. Team engagement not only contributes to a positive work atmosphere but also enhances productivity, creativity, and overall job satisfaction.

• 1. Open Communication Channels: Establish clear and open lines of communication to ensure that team members feel heard and valued. Encourage feedback and suggestions. All field managers are to hold 2 monthly meetings with a clear set agenda that is signed by all attendees
• 2. Recognition and Appreciation Acknowledge and celebrate individual and team achievements. Recognition boosts morale and motivates team members to continue performing at their best. Managers to recommend engineers for Greg vouchers
• 3. Coaching & Feedback Provide open and honest feedback on performance Investing in your team's growth demonstrates a commitment to their success.
• 4. Set Clear Goals and Expectations: Ensure that team members have a clear understanding of their roles, responsibilities, and the overall goals of the organization.

Don't be afraid to challenge poor preformance its the only way you will deliver change

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I am accountable for my Area & Engineers

Managing health and safety is critical for London engineers' well-being, legal compliance, and engineering productivity. All Field Managers, it is imperative to actively identify, report, and address any breaches in health and safety protocols. Field managers, play a pivotal role in conducting thorough Health and Safety (H&S) audits. These audits should be meticulous, covering all aspects of the workplace environment and considering Total Exposure to Risk Assessment (TETRA). The objective is to identify potential risks and hazards, ensuring a safe working environment. Field managers must diligently record audit findings in the system, promoting transparency and accountability. The audit process should not be a mere formality but a robust mechanism to continually enhance health and safety standards. Identified breaches or concerns must be promptly reported to relevant authorities and management for swift intervention. Managers are reminded that the target for independent audits is 95%. Any major issues will result in the engineer being rerouted and meeting AOM within 12 hours. All managers to ensure that corrective actions are complete within 5 working days. To reinforce compliance, it is essential to establish consequences for non-compliance. Any manager found neglecting health and safety standards, as identified through audits or otherwise, will face formal action. This may include disciplinary measures or training programs to rectify non-compliance and prevent its recurrence.

Excellence

Driving service through quality and & excellence

Service and quality is going to be the biggest focus for London in 2024. Service and quality of installation stand as not just a contractual obligation with Open Reach (OR), but as paramount priorities for Kellys. As we are committed to excellence, we recognize that adherence to contractual agreements with OR is not merely a formality but a testament to our unwavering dedication to delivering top-tier services. Beyond contractual obligations, ensuring the highest standards of service and installation quality is a strategic imperative for Kellys. It is a key driver of customer satisfaction, a safeguard against potential disruptions, and a foundation for building lasting trust with our clientele. In this context, every installation is not just a project; it is an opportunity to showcase our commitment to excellence, reinforcing Kelly's position as a reliable and customer-centric partner in the ever-evolving landscape of telecommunications.

Expectation

• More focus on quality and installation standards FM to drive C-SAT by communicating results and recognising 10/10
• Documentation to be on file for anyone failing C-SAT
• All complaints are to be closed within 5 working days
• All FM will be challenged on what action is being taken to constant offenders who damage customer property.

Expectations

To ensure the successful attainment of our completion targets, each manager must implement a robust monitoring plan for team performance. Regular assessments are key to identifying areas for improvement and overcoming challenges in achieving our targets. Field managers are also expected to actively support engineers facing difficulties meeting completion objectives. Please maintain well-documented coaching records outlining the support provided and strategies discussed. Moreover, for effective collaboration, managers should join calls fully prepared. Understand why each job may have faced challenges and come equipped with a clear plan on how you intend to achieve completion targets goiin the future

You are accountable for delivering compleations

• Accountable for fails & getting into the detail
• Manager action plans
• Preformance management plans & documents
• Deliver target as laid out

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ELF

In our contractual partnership with Open Reach, the significance of ELF and Line testing cannot be overstated. These testing protocols play a pivotal role in upholding service quality, customer satisfaction, and compliance with industry standards. ELF & testing, examining end-to-end connectivity, identifies potential faults and ensures the integrity of the entire network. Simultaneously, Line testing focuses on specific data transmission pathways, pre-empting issues like signal degradation. Our commitment to ELF and Line testing aligns with our contractual targets: Repair TOC Reject at 2%, Copper ELF at 2%, FTTP ELF at 2%, and SI ELF at 3%. Managers' accountability in ELF & testing is crucial. Each manager must meticulously account for their team's ELF & line tests, fostering a culture of responsibility and ownership within their teams. Regular reporting enhances project transparency and provides valuable insights for continuous improvement initiatives. To address ELF and Line testing, managers must take proactive steps. First, they should ensure that testing protocols are integrated into standard operating procedures. Second, periodic training sessions should be conducted with engineers on the field to keep teams abreast of the latest testing methodologies. Third, managers should institute robust 360 checks, emphasising detailed documentation of testing outcomes. Fourth, any identified faults during testing should be swiftly addressed, preventing potential service disruptions.

Setting expectations

• Anyone with 2 or more ELFS must have a visit & 360 checks done within 5 days this is to be sent to Alister by Friday
• All managers to ensure that their team is adherent to testing are to review testing data and comment back on why the engineer did not line test & what action has been taken on the engineer.
• All managers are to communicate to all engineers by 14/01/2024 that any engineer failing on ELF or Testing without a valid reason will be subject to nonpayment. All non-payments will be processed on a Monday & managers will have to inform affected engineers before Monday of nonpayment.
• All managers will be held to account for their team’s performance on ELF & clear plans to be in place to demonstrate what they are doing to drive ELF performance All managers are to review ELF data weekly and ensure ELF plans are in place for underperformers & being updated on the field with additional ELF focused visits all findings should be documented on ELF plans.
• ELF is a construal KPI any manager who fails to show on request Updated plans and management controls in mitigating ELF & Testing may face formal action