THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY

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THE ROYAL BANK OF SCOTLAND GROUP:

THE HUMAN CAPITAL STRATEGY
Royal Bank of Scotland (.
English The Royal Bank of
Scotland Plc; Gaelic Banca
Rìoghail na h-Alba.) - The
second-largest British
bank, one of the largest
commercial banks in
Scotland.
It was founded in 1727.
Ranked among the three
Scottish banks have the
right to issue banknotes.
currency market member c 05.05.95 

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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One  of  the  world's  top  ten  financial  organizations,  Operates  50+
countries  with  170,000  employees  and  serves   40  million  customers
across the globe.

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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PROJECT COLUMBUS
ABOUT 

• Sought to rejuvenate its retail

banking division via supervisor
service delivered through
customer segmentation.
• Greg Aitken (Employee
Engagement) was responsible for
developing and implementing a
training intiative to familiarize
staff with a new technology that
was being introduced as part of
the reconstructuring.
• Proved to be effective

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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• HUMAN RESOURCE
MANAGMENT SUPPORT SYSTEM
• ASSESSMENT
• HUMAN CAPITAL
MEASUREMENTS
• HUMAN CAPITAL MODEL
HUMAN CAPITAL
STRATEGY
10,3mlrd 170.000

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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MEASURING EMPLOYEE
ENGAGEMENT
Engagement is a the Employee
key variable in the of Royal Bank
of Scotland the model of linking
company performance with
|HR initiatives.

The steps taking to

quantigy employee engagement.
The company obtained data by:
– Employee opinion surveys
– Joiner surveys
– Leavers surveys
– Targeted "pulse" surveys

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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Questions Aitken asked:

• What would be the best way to
improve utilization?
• Should the goal be compete
utilization across the Group?
• What was the best way to approach
managers who would benefit the
most from this analysis?
• How could he ensure that all leaders
across the Group received insightful
human capital intelligence about
their businesses, enabling them to
make more informed people
decisions and deliver supervisor
service and business results?

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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1. What are the key problems? (Identify no more than 2 or 3 key problems here)
•Utilization of human capital measures
•Miscommunication and distance between HR (not involve in decision
making process) and Top Management
•Managers lack of human capital intelligence

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
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POSSIBLE SOLUTIONS
• Increase Awareness
• Increase Interest
• Toolkit Trial
• Adoption

Other Suggestions:
• Getting to know your boss, senior colleagues, and
employees
• Establish concise expectations
• Deliver and carry out your commitments

• Demonstrate trust
• Accept holding difficult conversations, and be
RBS (Kazakhstan) in the Forbes ratings  open/honest
Leading banks №26 - 2014  • Maintain a balance perspective

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THE ROYAL BANK OF SCOTLAND GROUP CASE STUDY
RECCOMENDATIONS
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It has been recommended that HR needs to develop their own internal

competencies in order to deal with organizational issues, change, and
strategizing. Furthermore, it needs to educate itself on the organization’s
missions in order to understand what is important to those organizations and be
able to offer creative and innovative alternatives and solutions to organization
wide issues. Finally, it must continually assert the absolute criticality of effective
HRM to organizational success.

As the being considered one the most people-focused based financial services
firm in the world, the company 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. The
business leaders must continue to deeply understand their people strategy and
its impact on performance.

Royal Banks’s HR needs to learn the business language in order to communicate

their colleagues. Furthermore, Royal Bank needs to continue to pursue
“business excellence” through people, as it plans to “see HR data through the
lens of business performance”. The bank’s interactive tool enables HR and line
managers to see the links and the drivers for key measures such as engagement,

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