Royal Bank of Scotland Group

Introduction

The Royal Bank of Scotland Group (RBS) has been a pioneer in strategic HR measurement. Its human capital model, two years in the making, achieves most of the goals and remits set out in The New Measurement Agenda.

The HC Model provides its business with a detailed understanding of how effective the Group is at attracting, engaging and retaining its best people and how its people strategy drives business performance. With 136,000 staff in 28 countries serving 30 million customers, the need for accurate and timely support at RBS is significant. The Group encompasses eight customer facing divisions with very different customers and employees, ranging from the retail banking chains of RBS, Ulster and NatWest to the Direct Line, Churchill and Tesco Personal Finance brands.

The Model meets this need, most notably through a new on-line tool kit which is being used by over 1000 'business-facing' HR staff to support the work of line managers at a strategic, divisional and local level. However, the Group's head of employee research and measurement, Greig Aitken, stresses that the basic data on which the model relies is no different from that contained in any large organization's warehouse facilities.

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