In Confidence – Not For Onward Distribution 1

Approach to Selection into the new structure

Lead to Cash Operating Model Refresh

2

Key Principles for Selection

Change, especially associated with an individual’s role, can be very unsettling. We will therefore commit to undertaking the mapping and selections into the new organisation in a consistent, fair and sensitive manner, following key principles and selection approaches:

• We will be open and transparent in our approach to mapping people into the new organisation• We will communicate fully with individuals and their representatives throughout this process• We will attempt to minimise the disruption to individuals by ‘mapping’ wherever possible (through lift and shift, or paper selection) people into the roles in the new organisation

• Where this is not possible, we will undertake ‘closed’ pool selection initially within the impacted community

• Where roles are not able to be filled through ‘closed recruitment’ , we will extend the selection pool to the wider impacted L2C organisation, BTTC, talent, open advertisement and only as a last resort to external recruitment

•The aim of this exercise is to be ‘cost neutral’ and we therefore do not envisage any promotions. There may be exceptions to this in difficult to fill roles/ talent, however, these will be kept to an absolute minimum

3

Options Characteristics

Job Cease-People will be displaced/made surplus where the following criteria are met

– Where the role does not continue in the new organisation, or is significantly changed in the new organisation and/or there is a change to the number of roles

– Individuals whose job ceases will be offered the opportunity to apply for roles at a similar level in the new organisation predominantly through closed recruitment

– If an individual is not successful for a role in the new organisation (through selection), they will move to the BTTC

‘Lift & Shift’- People will be directly placed into roles where the following criteria are met

– The role in the new organisation remains predominantly the same as the current role. There maybe a change to, for example, the product area, portfolio or customer base, however the predominant activity of the role remains the same

– The number of roles in the new organisation remains the same ie no reduction of roles

Approaches to Selection

In Confidence – Not For Onward Distribution

4

Options Characteristics

Selection- Where roles do not continue on a lift and shift basis into the new organisation we will select into the new or changed roles, using one of the following methods

BTO Selection Process (face to face)- Used where roles are reducing and/or changed only minimally- Assesses individuals against key skills for the role, capabilities, Apr and preferences, as

required- Individuals are made aware of the key skills ahead of the face to face selection exercise

Interview- Used where roles are new and/or changed significantly- Capability assessment against the role- At least one of the assessors should be a trained selection manager- Individuals are made aware of the required capabilities ahead of the selection- Where the selection pool is large, short listing will be undertaken against key capabilities for

the role, as required

Placement and development – paper exercise- In some instances we will undertake a paper placement exercise, into roles which have

changed, but where we consider the skills and grading to be commensurate to the previous roles

- This will only be undertaken where there are no changes to the numbers of roles ie no surplus

- There may be a requirement for development / training into roles in these situations- This approach is intended to reduce the overall disruption/ impact on individuals

Appendix 1 : Approaches to Selection