Human capital strategy: business-led insight with impact - CIPD

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Human capital strategy: business-led insightwith impactGreig Aitken

Group Head, People Strategy & Insight

Royal Bank of Scotland Group

4

Insight into action: enabling people

and performance

Human Capital Strategy at RBS

Greig Aitken

Group Head, People Strategy & Insight

www.linkedin.com/in/greigaitken/

© Royal Bank Of Scotland Group; no reproduction without permission

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Areas of focus for today

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Context Employee Listening

Measure what matters Q&A

• Macro context

• Business focus

• People strategy

• Integrated analytics

• Outcome focussed

• Business sponsored

• Key insights

• Learnings

• Questions

• Measures

• Linkage

• Impact




The world is changing ….. Businesses are changing fast

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The face of banking is changing

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According to the World Bank, the fall in

the cost of sending international

payments over the last five years, driven

by the entrance of new, cheaper

alternatives, has already saved

customers over $60 Billion. (2010-2015)

Consumers’ predictions of their own uptake of fintech

over the next 10 years

International payments

Source: World Economic Forum article, 2016



Companies are responding to changing needs

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The changing world of our workforce

Source: Deloitte “Future of Work” 2017 9



The changing world of HR

Source: Deloitte “Future of Work” 201710



Who are you attracting, engaging & retaining in the future?

These jobs didn’t exist 12 years ago …..

What jobs will be introduced in the next 10 years?

App Developer1-

Uber Driver2-

Driverless Car Engineer3-

Cloud Computing Specialist4-

Big Data analyst / Data Scientist5-

Sustainability Manager6-

YouTube Content Creator / Vloggers7-

Millennial Generational Expert8-

Source: World Economic Forum

In 2006, Facebook was in its infancy, Twitter was being

launched, and no-one had an iPhone. Twelve years on, the

world is a very different place, and so is the workplace. Jobs

exist now that we’d never heard of a decade ago.

One estimate suggests that 65% of children entering primary

school today will ultimately end up working in completely new

job types that aren’t on our radar yet.

In 2028, employee engagement will continue to be an

important driver to company success, however, organisations

will need to understand it to a much deeper extent – focusing

in personalised work experiences within a wider human capital

suite of people performance indicators, including leadership,

culture and people management.

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Strategy process @ RBS

Strategy planning cycleAligned to the business strategy cycle, we have an integrated approach to develop our people strategy

and people priorities as well as measuring their effectiveness and impact

Purpose, Vision

& Values

Business Strategy People Strategy People Plan

© Royal Bank Of Scotland Group; no reproduction without permission 12




Shaping up to deliver our future

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Our blueprint for

lasting success





Our people strategy themes

© Royal Bank Of Scotland Group; no reproduction without permission 14



connect data – produce insight – enable action

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Focus Groups & business

needs based support

Facebook

Workplace

Workplace

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JANUARY

JULY

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TOB

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Colleague Engagement



AI in our employee engagement and listening agenda

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“Just because something can be counted

it does not mean that it counts”Albert Einstein

Tracking progress …. measuring what matters


• Poor data does not support us makeinformed decisions

• Identify the right measures

• Input v’s Outcome measures

• Use external sources to get benchmarks(Xpert HR, CIPD, professional bodies)

• Steal with pride – good Co.'s love sharing



Lead outcome measures for the future

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• RBS Leadership Index

• Engagement Index

• Culture measure

• Determined to Lead measure

• Living our Values measure

• Line Manager Effectiveness

• Tone from the top

• Risk culture

• These are examples of the key measures all managers have available to them on their desktop

All measures

assessed

regularly and

reported at team

level across over

4000 business

units





Human Capital impact on contact centre performance

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Our insight identified 7 areas of employee performance that showed a significant, consistent positive link with business and

customer performance metrics.

These measures were Leadership Index, Engagement index, Customer Focus, Image and Competitive position, Managing

People and Change, Efficiency and Innovation together with Performance Management and Development.

When mapped to lead business metrics within the contact centres such as average handling time, call time, hold time, call

wrap time and calls per hour, the 3 centres with the highest score across the 7 people measures outperformed all the remaining

centres consistently in business output.





Business UnitsCustomer

ServiceEngagement Leadership Turnover Sales

Top 10% 94% 71% 82% 0% 115%

Bottom 10% 75% 44% 51% 15% 91%

Business Unit Anonymised Equal to or greater than median Less than the median

Do high engagement & great leaders drive performance?

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Great customer service is underpinned by highly engaged staff and great leaders

Historical data from anonymous business unit

High performing business units (above) have exceptionally high leadership and

employee engagement scores as well as near-zero% turnover. This delivers

significant outperformance in service and sales.




The rise of insight and data visualisation

– don’t just show the data, tell the story

Great

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