The Royal Bank of Scotland Group (RBS) has about 135,000 staff, which perhaps explains why the HR department at its Edinburgh HQ resembles an aircraft hanger.
Yet this sea of HR is only a fraction of the 2,000 people employed to deal with people matters at the group - and there are almost as many HR awards. Personnel Today's own and other awards litter one corner of the office, many in recognition of the group's excellence in human capital management (HCM).
And despite many people's hesitancy to tackle HCM, it is increasing in importance.
From April 2005, companies will have to include employee information in their Operating Financial Reviews (OFRs) - a key recommendation of the Accounting for People Taskforce - or explain why they have not.
RBS has created an HCM model that ties in a set of HR metrics with business performance indicators. However, it believes that the key to success is 'employee engagement'.
This, according to the bank, translates as: if satisfaction is effectively gauging how much an individual 'likes things', and commitment can be summed up in the phrase, 'how much do I want to be here?', engagement is characterised by the individual who scores highly on: 'how much I want to and actually do improve our business results'.
According to Neil Roden, group director of HR at RBS, actually measuring this is easier than you might think.
"In HR, we have huge amounts of data about people - a lot more than you probably think you have. Some of it is very simple stuff, such as what sex they are, what colour they are, and how long they have been with us or where they work or what job they do.
"You've got absence data, you've got turnover data, you have leaver data, joiner and turn-down data for those who don't take jobs," he said.
One key way of garnering statistics is through the employee opinion survey, which Roden said, "should be on page two of being an effective HR function". The big problem is getting people involved.
The last RBS employee opinion survey had an 84 per cent take up, and if you want your staff to be as diligent, Roden advises you convince staff that you take their responses seriously.
"Employees are always reticent - here, people still think that if they say bad things, then bad things will happen," he said. "The sad truth is that individual results in this regard don't matter. What we need to know is what staff think and not what one person thinks.