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Copy of “The Royal Bank of Scotland Group: The Human Capital Strateg
Transcript of Copy of “The Royal Bank of Scotland Group: The Human Capital Strateg
MAIN CRUX OF THE CASE
Group’s human capital strategy
Human capital toolkit – heart of Human Capital Strategy.
VISION OF RBS’S HUMAN CAPITAL MODEL
The key focus for HR has been to become the, ‘most admired employer’.
The primary purpose of the human capital model is to support this vision with the following aims:
- To measure the effectiveness of the RBS group’s ‘employee proposition’.
- To measure the links between employees’ behaviors and business results.
- To increase line managers’ understanding regarding what engages employees.
- To support business decision making by predicting future business performance.
Submitted to: Prof. Santosh Sali
Established in 1727
Largest international banking and financial services company.
Headquarters – Edinburgh, Scotland
Has over 700 branches spread in 40 countries.
Operates internationally through its two principal subsidiaries, the Royal Bank (in Scotland) and NatWest (in England and Wales)
Logo & Tagline
“Make it happen.
Where people matter”
To provide world-class financing, risk management, transaction services and liquidity to financial institutions, corporates, sovereigns and public sector clients. We help them access markets around the globe and seize the opportunities that the future will bring, so they can build their tomorrows.
"To be recognized as a leader in wholesale banking in each of the product areas and markets in which we choose to operate."
Goals & Objectives
Serve customers well
Restore RBS to a sustainable and conservative risk profile
Rebuild sustainable value for all shareholders
Sir Philip Hampton
( Chairman )
( Group Chief Executive )
Bruce Van Saun
( Group Finance Director )
( HR Director )
By 1920 the competition became more intense.
In early 1990’s the corporate structure underwent major re-organisation.
RBS faced new challenge as it sort to enter emerging international markets.
Mergers and acquisitions helped the Group to grow internationally.
STRUCTURE OF THE BUSINESS
UK Personal Banking
UK Corporate Banking
Direct line group
US retail & commercial banking
Markets & International banking
Business services & several functions
It consists of
Non-Core & Asset Protection Scheme
Global Restructuring Group
Group Legal & Secretariat.
RBS GROUP BRANDS
KEY SUCCESS FACTORS
Financial industry experience
Reputed brand image
Well known sub brands
Extensive geographical reach
Large branch network
MERGERS AND AQUISITIONS
Drummonds Bank, London, is The Royal Bank of Scotland’s first acquisition outside Scotland.
Acquisition of Williams Deacon's Bank,
with its network of branches in north-west England.
Acquisition of the London merchant
bank Glyn, Mills & Co
HUMAN RESOURCE POLICIES AT RBS
The daisy wheel brand is introduced, following the merger of The Royal Bank of Scotland and National Commercial Bank of Scotland.
RBS is part of the consortium that acquires Dutch bank ABN AMRO
RBS – INDIA
Established in 1921 in India
Products & Services:
- Foreign exchange, interest rates, commodities
-Debt capital markets
Headquarter – India
Staff of 143,000 individuals.
Group Policy & Employment
Group functions & Non core functions
CORE INCOME BY DIVISION – 2012
TOP 3 GLOBAL COMPETITORS
FINANCIAL RESULT 2012
TOTAL INCOME BY REGION – 2012
HUMAN CAPITAL STRATEGY
One of the most advanced human resource management support system in the world.
This initiative quantitatively determined how group’s many employee practices improved and weakened overall business performance.
It assessed how people measure’s (i.e turnover rate and managerial effectiveness) affected business measures (i.e sales & customer services).
INITIAL HUMAN CAPITAL MEASUREMENT
Annual HR customer survey & bi-annual activity review focusing on delivering business priorities.
HR people worked on discrete projects that leads into a consultancy model.
Evidence-based HR function.
TURNOVER & ABSENCES
Intense focus within the organization on turnover rate, absences etc. were driven down to below market norms.
Turnover rate at the end of 2007 globally was 12% & absence rate was 3.4%.
Good managers could influence engagement to the extent that their span of control allowed.
Rewards programs in contrast also affected whole organization.
This was a key component of measuring strength
of Group’s human capital.
Shorthand used by managers:- “Say, Stay, Strive” was measured by 6 questions in an employee opinion survey. Questions Primarily manifested in 3 ways:
- What employee said
- Increased retention
- Whether or not they exerted extra effort(“discretionary effort”).
This key driver was used to target & focus employee policies; to attract & retain talented people.
Key driver of employee engagement was non-financial recognition.
HUMAN CAPITAL TOOLKIT
A comprehensive collection of data driven software applications available to HR managers via Group’s intranet.
It was fed with data from various sources including a Group-wide annual survey of employees.
Various tasks can be performed by managers using toolkit like
Individual research tailored specifically to their business.
Analyzing branch level employee data.
Reviewing best practices worldwide.
HCS at RBS
BUILDING HUMAN CAPITAL BUY-IN
Standardization of metrics across myriad of countries, businesses & languages was essential to ensure fair comparison between employees over the globe.
They created a leadership index through global employee opinion survey.
By mapping people measures & business measures to the demographics they got a strong insight into individuals & their impact on business performance & customer service.
PROVIDING BUSINESS INSIGHT
Annual survey named “Your Feedback” measured Group’s performance benchmarked against external companies.
Employee survey helped them to understand the effectiveness of key business initiatives.
-> Pulse survey-a small, targeted survey with a narrow focus on a specific business unit.
-> Exit survey-or Leaver survey to evaluate aspects of employee proposition which were not being met for that particular staff member.
-> Acquisition survey-helped managers to integrate new units & teams soon after a takeover.
BRANCH MANAGER PERFORMANCE MEASUREMENT
Leadership Excellence Profile (LEP)
HCS AT ACCENTURE
As it is one of the most people-focused financial services firm in the world; they should further refine their Human Capital Strategy.
They should ensure that their business leaders across the Group received insightful Human capital intelligence about their businesses.
Business leaders must continue to deeply understand their people strategy & its impact on performance.
RBS must implement flexible staffing process to make staffing decisions consistent with long-term plans.
They should foster an environment where developing talent is a priority.
Empower managers with the skills to provide ongoing feedback & coaching.
HAVE A GREAT WEEKEND AHEAD