R O YA L B A N K O F C A N A D A C A S E S T U D Y

SUBMITTED BY – CHIRANJIB BANERJEE

PGDM - HR
2022-1008-0001-0002
DM22E15
PARTICIPANTS IN THE FOLLOWING CASE

1)Scott (VP of HR)

2)Robert Carlyle(Senior
Director of Workforce
Management)

3)Ivy Chiu (Director of

People Strategy)
In 2015 Royal Bank of Canada's  Vice President of Human Resources, Scott was driving forward the
new version of collecting and analyzing huge volumes of data of RBC to help the company achieve its
strategic goals.

Data was collected from number of sources like -

•  SALES FIGURES
•  PERFORMANCE METRICS
•  CUSTOMER EVALUATION
•  EMPLOYEE EVALUATION AND EMPLOYEE EXPERIENCE SURVEY

They also used data about employee tenure and performances.

Initial goal was to use the data to improve operational and employee performance, determine and
improve managerial effectiveness and select the right individual to promote or hire.
 Hot
 Specific priorities
 Corporate ideology
 Initiatives in HR
 Quantitative measurements
points of the case-
 Survey concerning employee
opinions (EOS)
 Performance of business and
manpower
 Management Efficiency
 Practical Suggestions
 Performance plan Opportunities
Particular advantages
 Analytics for People
 Models for stimulation and system
dynamics
 Group for Client Experience &
Insight
 ABOUT THE CASE
This is a Subtitle
  RBC hasyou
fivecanbusiness segments:
describe the topic of each
title here.
 Personal and commercial banking
  Wealth Management
  Insurance
  Investor and treasury services
This is a Subtitle   Capital markets
you can describe the topic of each
title here.  As data storage became cheaper over time companies realized
they could measure much more data and greater competitive
advantage if they used it effectively on building
principle analytics team.
This is a Subtitle
 of
you can describe the topic People
each analytics can be defined as a group which can
title here. compromise individuals even outside the organization. The
master question was what are the routine that need to be put
into place to make better decisions?
 After data became
This ismore affordable, it became a competitive advantage
a Subtitle
and with theyou
abundance of data
can describe theavailable, the Royal Bank of Canada was
topic of each
selecting projects that had the highest potential.
title here.
The teams responsible for people strategy and people analytics
collaborated to provide business units with clear business value that would
help them meet performance goals.

The question that arose was ---

This is a Subtitle  What are the analytics that need to be put into place to support will take
you can describe the topic ofdecision
each point in those four processes.?
title here.
 A team was built consisting of scientist programmers ,data analysts and 
lead HR metrics.

This is a Subtitle  RBC collected and analyzed classification data such as:
you can describe the topic of each
 Demographics
title here.
 Work history
  Performance evaluation
  The goal is to make people analytics house with HR and clear
business This
valuesis aasSubtitle
business unit rely on it to increase their
performance. 
you can describe the topic of each
title here.
 Using people and need to achieve performance ratings.

   Recruiting HR business partner to choose the way to

collaborate with HR business partners ordering leaders to
develop action develop action plans.
This is a Subtitle
 of This
you can describe the topic eachis to use or choose the action plans for the project that use
title here. people analytics insights to improve business performance and
improve managerial effectiveness.

 People analytics could use internal RBC data to a weekly

This is a Subtitle analysis and identify the traits of the great managers to identify
you can describe the topic ofwho
eachmight or might not be great managers and to keep those
title here. managers who could benefit from the coaching.

 Program began by using the implied of opinion survey in the

new way.
PROBLEMS A. Existing gaps between HR activities and
RBC's business strategy.

B. Even after conducting a conventional

statistical analysis, the data was
unstructured.

C. Referencing back to the process , but not

being driven by it .
SOLUTIONS A. In order to close the gaps between RBC's business strategy and staff
efforts, they must first determine the gaps and the steps they will take
to close those gaps. The people analysis team has analyzed a lot of
data, and this data can help them find such gaps.

B. Even after doing a routine statistical data analysis, it was still necessary
to organize the data and identify some potential solutions. So, they
have the option of using the cluster and regression modes for structured
data analysis.

C. Separating and categorizing personnel of various levels.

T H A NK YO U !