Describes the development and implementation of the world’s most advanced human resource management systems. The Royal Bank of Scotland Group is a world leader in the banking system implementing a strategy to measure the impact of human capital began to bottom-line financial figures in 2000. Led by HR Executive Greig Aitken, this strategy included the use of an online toolkit software, employee performance could be measured by the HR managers to assess their impact on Busines … Read more »

Describes the development and implementation of the world’s most advanced human resource management systems. The Royal Bank of Scotland Group is a world leader in the banking system implementing a strategy to measure the impact of human capital began to bottom-line financial figures in 2000. Led by HR Executive Greig Aitken, this strategy included the use of an online toolkit software, employee performance could be measured by the HR managers to assess their impact on business and the Commission new unit-specific surveys and studies. Aitken is facing several challenges in promoting the use of human capital strategy across the Group, namely: how could he continue to build buy-in among key executives of the Group? And how should the company react when human capital analysis reveals some surprising results in its main business areas?
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from
Boris Groysberg,
Eliot Sherman
Source: Harvard Business School
34 pages.
Publication Date: Oct 26, 2007. Prod #: 408060-PDF-ENG
Royal Bank of Scotland Group: The Human Capital Strategy HBR case solution

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