The Royal Bank of Scotland (RBS) has developed a new metrics system to
identify unmotivated staff and pinpoint specific measures to help improve
The company now has such a commitment to its human capital management (HCM)
system that an entire HR data team has been formed solely to collate the
RBS uses data from its joiner, annual employee opinion and leader surveys to
build a picture of how engaged staff and managers are within the organisation.
This is then overlapped with business data and put into context with the
company’s ’employee proposition’, which highlights the key drivers for staff.
The figures can then be used to analyse the performance and engagement of
specific groups so that HR can then look at the things that motivate particular
groups of staff, such as men in their twenties.
RBS group HR director Neil Roden told delegates at last week’s Employers’
Law conference in London that it was also a good tool for measuring the
effectiveness of the firm’s £4m investment in people management.
"We’re trying to create an employee offering that attracts and retains
the best talent. Good HR should be able to diagnose business problems and then
create solutions to people related problems," he explained.
He said the data has also proved there is a link between people drivers and
business performance, illustrating the fundamental role of HR within an
"It lets us tell line managers that if they can focus on one specific
thing it will engage somebody and in turn improve their performance. It also
provides a rich source of data to benchmark RBS against other companies.
"It means that I don’t think things about our people management – I
demonstrate them. We can use the system to demonstrate customer value or cost
and, best of all, the staff love it," he added.