ABSTRACT
In 1999, British Telecom outsourced the delivery of a number of key HR services to a leading international consultancy, Accenture. Like many outsourced agreements, a significant number of the workers recruited by Accenture to undertake the work were former BT employees. They enjoyed good existing relationships with the line managers inside BT who were the internal ‘clients’ for the services encompassed by the contract, and they understood the context which determined the levels of service against which the contract was determined.
