The Royal Bank of

Scotland Group:
The Human Capital Strategy
Group 10
Ashu Gupta PGP13045
Athena Chowdhury PGP13047
Ayushi Kondal PGP13051
Debaloy Dey PGP13069
Dhruv Sharma PGP13073
Pratiksha Gedam PGP13175
Introduction to the Company
Originated in 1727, had a market share of 40% in 1969 in
Scotland

In 1990, Project Columbus was started which was proven to

be a success

The heart of the human capital strategy was the Human

Capital Toolkit

It was a huge help for the HR managers as it fed with data

from various sources and benchmarked against other large,
diversified financial services firms

In 2000 the Group succeeded in a take-over battle against

competitor Bank of Scotland to acquire National
Westminster Bank (NatWest)
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Organizational Structure
Global Markets
Responsible for providing
banking services and
integrated financial solutions
to major global corporates
and financial institutions, as
well as offering a world-class
capability in
international payments.
Regional Markets
Offering personal, business and
commercial customers a range
of banking products and
services,
through the largest network of
branches and ATMs in the UK,
and telephone and internet
banking.
Group
Manufacturing
RBS Insurance The Manufacturing division
provided the rest of the Group
The second-largest with a wide range of support
general insurer in the functions, including IT,
U.K., with a processing, telephony,
growing presence in property, purchasing and
Spain, Italy, and Germany. security expertise.
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 Human Capital Strategy
Roden introduced a strong evidence-based HR function framed around a consultancy model,
supported by a shared services function led by Tony Williams

Leveraging the data to better understand and support HR initiatives became Aitken’s focus

Highly evidenced-based and very clearly demonstrate the impact that its measures had on
bottom-line business performance

Acquisition surveys was critical to integration efforts—it afforded managers the ability to
quickly analyze the human capital landscape of their newly-acquired business entities in
order to ensure ontime and effective delivery of their promised initiatives

Developed a global data warehouse, that allowed us to join that up with data on the business
as a whole and start building a much more proactive HR measurement approach which we
called human capital

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New metric - Employee engagement
A key component of measuring the strength of the Group’s human
capital

‘Say, Stay, Strive’: what employees said, increased retention and

whether or not they exerted extra effort

Could determine drivers of engagement are in order to develop an

action plan that helps our business improve

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Evidence-Based Management:
Providing Business Insight
Pulse Surveys & Acquisition
Your Feedback Work-Out
Exit Surveys Surveys
Measured the Group’s Provides all employees “Pulse surveys,” or smaller, Helping managers
performance across a with the opportunities, targeted surveys with a narrow across the Group
collection of 15 tools and techniques to focus on a specific business integrate new units
categories which were get to the root cause of unit and teams soon after
benchmarked against problems, volunteer a takeover
Exit surveys—or “leaver
external companies creative solutions, get
surveys”—were conducted with
on-the-spot decisions
employees who were departing
Rate for 2007 was 90% from their managers the Group in order to evaluate
what, if any, aspects of the
employee proposition 6
 Concerns

Was utilization of the toolkit and human capital analysis as high as it could be?

What are the steps to be taken to support RBS leaders leverage this resource?

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Analysis
Was utilization of the toolkit and human
capital analysis as high as it could be?
RBS approach of linking people, sales,
customer service and financial performance
metrics through a single lens
Only Used in banking Ops, extendeding to
other BUs
75% usage in the U.S., 50% in in Asia and in
other parts of Europe
A need to oversimplify things so that our
business leaders can contextualize it to their
staff in a way that gets performance driven
Steps to be taken to support RBS leaders
leverage this resource
Managers are held accountable for three main areas:
financial performance, customer service, and the
people management side
What would be the best way to improve utilization?
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 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?
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Recommendations
Was utilization of the toolkit and human
capital analysis as high as it could be?
Go with the Human Capital Board method used
by Aitken
Focus on understanding and usage of the
Human Capital Strategy in the regions of Asia
and in other parts of Europe
Leveraging the value of the human capital
strategy that they have in place
Contextualize it to their staff in a way that gets
performance driven, which is already being
done in Europe
Steps to be taken to support RBS leaders
leverage this resource
Task the managers with responsibilty of making
their subordinates understand the Human Capital
resource tools that are already in place
Show tangible benefits to the managers who are
successfully using the tools and help inspire other
to do the same
Get the HR professionals who are already well
versed with the tools conduct sessions on how the
same will benefit line managers also
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Thank
you!!