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The Royal Bank of Scotland Group - the Human Capital Strategy

Autor:   •  May 23, 2018  •  838 Words (4 Pages)  •  218 Views

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They ensure large scale buy-in by the standardization of metrics across the Group’s different business units in order to ensuring fair comparison between employees.


- Annual survey “YourFeedback”: Survey results were distributed across the Group via several methods.

- The employee noted whether they agreed, tended to agree, were neutral, tended to disagree or disagreed.

- “Work-out”: the employee has the opportunity to get the root of problems, offer solutions → Increase of engagement score

- Pulse surveys: surveys with a narrow focus on a specific business unit.

- Exit surveys (employees who were departing the Group).

- Acquisition Surveys: helping the manager across integrate new units and teams soon after a takeover.


- Comprehensive collection of data-driven software applications available to HR managers via the Group’s Intranet.

- Also, mangers could perform a large number of tasks through the toolkit (e.g. Commissioning surveys, reviewing best practices world-wide…)


- What would be the best way to improve utilization of toolkit?

- Should the goal be complete utilization across the Group?

- What was the best way to approach managers who would benefit the most from this analysis?

- How could he ensure all leaders across the Group received insightful human capital intelligence about their businesses, enabling them to make more informed people decisions and deliver superior service and business results?

Priorities for the Group’s human capital strategy going forward:

- They have an outstanding human capital infrastructure that delivers insight directly to the desktop of our HR professional

- Tools powerful, now they need to make them accessible to their business leaders.


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