The Royal Bank of Scotland Group: The Human Capital Strategy

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Syndicate 6
The Royal Bank of Scotland Group:

The Human Capital Strategy
1. Devi Natasha Polim – 29121048

2. Masegi Primartono – 29121070
3. Yosantia Bella – 29121085
4. Tigas Adrian W – 29121173
5. Billyandri Herfiantara - 29121267
School of Business & Management

Bandung Institute of Technology
INTRODUCTION
The Royal Bank of Scotland Group (RBS) is one of the world’s leading financial services providers and one of the oldest banks
01 in the UK. The takeover of National Westminster Bank in 2000, followed by a series of approximately 30 smaller acquisitions,
marked a
period of significant growth for the Group, increasing its strong UK presence with operations across Europe, the USA, and Asia.
By the end of 2002, it was the second largest bank in Europe and the fifth largest in the world by market
02 capitalization. In the UK the RBS Group’s branch network spans the nation and boasts a pedigree of great
variety and distinction.
Its history is very much the history of banking in the British Isles over the past four centuries, as the Royal
03 Bank can trace its roots back to the sixteenth century through the amalgamation of more than 200 private and
joint stock banks which comprise its past and present constituents.
04 Following the recent acquisition of ABN Amro, the Group now serves more than 40 million customers in 53
countries with around 170,000 staff.
Because they are growing by acquisitions, integrating the organization from various cultures and values is a challenging issue.
They need to know every staff or employees wants about their job. They also believe that in this crowded and “almost perfect
05 competition” between their peers, employee contribution and performance it’s the key. With a very supportive HR Director and
Chief Executive, and a ‘make it happen’ culture within RBS, the development of HCM has aimed to keep ahead of the
information needs of the company. 2
PROBLEM DESCRIPTION
• Blocks of the human capital strategy, when Neil arrived in 1997
the Group also had some conflicts between members. Having a
problem of HR measurement in annual employee opinion
survey and included external benchmarks.
• The RBS has a problem in the Utilization of human capital
measures is bad, miscommunication and distance between HR
(not involved in the decision-making process) and Top
Management, and managers lack human capital intelligence.
• The challenge before the HR managers is to increase its
understanding and usage across the globe and extend its
application and utilization in the commercial and corporate
business units.
• The issue is to find out the best way to approach managers to
use the toolkit and increase the utilization so that managers get
insights about the human capital and make more informed
decisions.
PROBLEM DESCRIPTION
• The RBS group introduced Human Capital Strategy in its quest to make HR more business-centric
and have a business partner approach  The focus was to develop a consultancy model, make
HR evidence-based and give valuable insights to the managers regarding the workforce practices
and their impact on business.
• To fulfill these objectives, Human Capital Toolkit was introduced which was a suite of online tools
and resources that helped HR professionals across the group diagnose issues, develop
interventions, share best practices and measure the effectiveness of their people strategy.
• The benefits of this tool were conveyed to the managers and this tool was launched in the retail
banking operations in the US. The understanding of the tool and its usage has been extremely
high in UK and US but its reach is almost 50% in Asia and Europe.
• The challenge before the HR managers is to increase its understanding and usage across the
globe and extend its application and utilization in the commercial and corporate business units.
 The issue is to find out the best way to approach managers to use the toolkit and increase the
utilization so that managers get insights about the human capital and make more informed
decisions.
PROBLEM SOLVING
The HR department needs to adopt the marketing approach to pull the managers towards the
application and increase its usage and utilization. This can be done in the following four steps:
Awareness Interest Trial Adoption

The business managers should be To raise the interest of the Once the interest of the managers is If the trial is successfully
informed of the availability of stakeholders, the HR managers grabbed, they should be given trials implemented, the business
this tool. This can be done by should drive home the benefits that of the toolkit. The HR managers managers will see for
sending mailers to the business can be derived from this toolkit. should make sure that the themselves the utility of the tool
unit heads and departmental Some of the benefits that will grab application is simplified and tailored and the impact can have on
heads. The more effective way the attention of the managers to the contextual characteristics of business and will encourage
would be to leverage the support would be the impact of employee the business as this will help in them to adopt the tool. To
of the chief executive to draw the engagement on the bottom line, increasing the utility and hence the encourage greater utilization, the
attention of the managers to this finding out improvement areas of adoption of the tool. The trial can be early adopters may be
toolkit. CEO can talk about this subordinates, the impact of targeted to sample users covering incentivized through public
toolkit in the morning weekday manager’s characteristics on the the entire spectrum of managerial recognition. The success stories
meetings. The fact that CEO is leadership excellence profile positions ranging from branch can be posted on the employee
taking interest would give a competencies, engagement drivers, managers, area managers, and portal that will encourage the
strong message to the business etc. executives. other managers to adopt and
managers. utilize the tool.
RECCOMMENDATIONS
Adapt to Different
Strengthen Develop Unique Expand Into New Strengthen Value
Cultural Aspects of
Distribution Network Marketing Tactics Regions Network
Different Markets
Identify Different
Higher Market
Control Consumer Group
Penetration Expansion
Characteristics
Forming a Adapt to and

Stronger relation Product
Partnership with Respond to
with consumers Diversification
Consumers Characteristics
Thank You

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The Royal Bank of Scotland Group:

1. Devi Natasha Polim – 29121048

School of Business & Management

Awareness Interest Trial Adoption

Forming a Adapt to and

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