2. The SCB Way
-People Manager Development Framework
• ‘Help me get really clear on what
excellence looks like’
• ‘Help me achieve excellence by
doing what I do best’
• ‘Constantly let me know how I’m
Focus doing and help me stay on track’
me
• ‘Get to know me as
a person and make
me feel valued for
Know me Inspire who I am’
me • ‘Create conditions
for team-working
and a fun
• Take time to
Care environment’
understand my
talents and
about
strengths - what I me
do best’
• ‘Get to know me as a person and
make me feel valued for who I am’
3. Role of People Managers
Learning & Development Career & Growth
Fun @ Work
People Engagement
Management
Implementation of Performance &
People Products & Reward
Processes
4. Performance Management Scorecard
-What we measure?
Scope Int'l
S.No Employee Survey of P3 Final Review
2010 2009 Change %
I had a discussion with my manager to review my performance in
1 97% 96% 1%
the year
I had a discussion with my manager to review the extent to which I
2 93% 90% 3%
demonstrated the values in my role during the year
I received feedback that will help me to improve my performance
3 92% 91% 1%
in the next year
I had a conversation with my manager about my compensation
4 87% 79% 8%
following the P3 review
I understand how my performance links to the decisions on my
5 84% 80% 4%
compensation
6 I found it easy to set my objectives online using e-performance 97% 90% 7%
7 I found it easy to complete my self-assessment online 98% NA NA
8 I had enough time to complete my self-assessment online 97% NA NA
I have reviewed my manager's assessment comments on my
9 90% NA NA
performance online
10 I provided suggestions on my 2011 objectives 85% 84% 1%
5. Performance Management Scorecard
-What we measure?
Scope Int'l
S.No Employee Survey of P3 Final Review
2010 2009 Change %
I am absolutely clear on what I need to achieve in my job in the
11 94% 94% 0%
next year
I understand how achieveing my job objectives will contribute to
12 98% 97% 1%
the success of the Bank
13 I know what a 1 Rating would look like in my current role 87% 83% 4%
14 My team has agreed our Q12 impact plan 91% 90% 1%
I discussed with my manager what living the values means in my
15 89% 85% 4%
role for the next year
My manager explained to me what the new five-point values
16 81% NA NA
rating scale is
I have agreed my individual learning & development plan (ILDP)
17 83% 83% 0%
for the new year with my manager
My manager judges my performance based on the results I deliver,
18 88% 92% -4%
not the amount of time I spend at work
19 I found it easy to view my P3 letter/statement online 98% NA NA
The P3 statement (where applicable) helped me to understand my
20 90% NA NA
compensation more clearly
6. How do we do this?
Empowerment, HR Plays Coach The Carrot & Stick
Accountability & Systems &
& Consultant Approach
Ownership Processes as
Enablers •Works closely with the
• LMs fully own the LMs through the
process from •e-performance and whole process
setting objectives to P3 are completely
distributing reward manager-centric •Behavioral
•Emphasis is always
systems reinforcement occurs
on LMs taking
• A transparent through appropriate
ownership of the
escalation mechanism •LMs are trained and reward mechanisms
process & outcomes
is published for the act as process
benefit of all champions
employees
8. Employee Engagement Scorecard
-What we measure?
Overall Increase
Overall 2010 %ile %ile
2011 in GM
Grand Mean: 4.22 70th 4.26 71st +0.04
Opportunities to learn & grow 4.20 60th 4.24 61st +0.04
Progress in last six months 4.20 61st 4.22 60th +0.02
Best friend 4.33 78th 4.41 79th +0.08
Coworkers committed to quality 4.24 63rd 4.28 63rd +0.04
Mission/Purpose of company 4.34 70th 4.38 69th +0.04
My opinions count 4.10 69th 4.14 70th +0.04
Encourages development 4.11 63rd 4.14 63rd +0.03
Supervisor/Someone at work cares 4.16 51st 4.20 53rd +0.04
Recognition last seven days 3.98 67th 4.01 68th +0.03
Do what I do best every day 4.24 65th 4.27 65th +0.03
Materials and equipment 4.30 68th 4.36 70th +0.06
I know what is expected of me at work 4.46 51st 4.50 56th +0.04
Areas of Strength Areas of Focus
9. How we do this?
Believe firmly in and swear by the Gallup Model; setting up and managing employees for high-
performance leads to engagement; not pursuing engagement for its sake
Coach managers as part of our People Agenda for deeper engagement awareness. Strive to establish
profound links between their day to day actions as people managers and team engagement.
Employ Q12 not merely as a measurement tool but also prescribe it as a model to our People Managers for
creating and sustaining high engagement in their teams.
Recognition for the Champions (publishing success stories) and Interventions for the Low-scorers (role
change into individual contributors).
Walk the Talk-Linking promotion/reward decisions of people managers with their teams’ engagement levels
as reflected in the Q12 indices (impact for the bottom quartile managers)
Employee Engagement is not a HR KRA; it is a strategic priority for the Bank and on every business
manager’s job objectives.
10. HR Transformation &
People Manager Development – A Neat Dovetail
Vest ownership and Ask HR – A Key Milestone in our
accountability for People Transformation journey; the virtual world
Outcomes with Line Managers to all employee services;
themselves
HR team spends its time on assessing
HR function’s credo is to the needs, creating new people
business as much as it is to the products/programs (or) tailoring existing
people themselves solutions to address those needs
HR teams transfer their product Our identity is one of product
expertise on to the Line Managers experts/consultative business partners-
so as to make them our product a conscious position we want to occupy
champions in our customer’s (the business) mind
Line Managers look up to HR for
Coaching & execution support
12. •Setting up and managing employees
for high-performance which leads to
engagement; not pursuing engagement
for its sake. Setting up and managing
employees for high-performance which
leads to engagement; not pursuing
engagement for its sake.
13. •Setting up and managing employees
for high-performance which leads to
engagement; not pursuing engagement
for its sake. Setting up and managing
employees for high-performance which
leads to engagement; not pursuing
engagement for its sake.
