1. Building a world-class employee
communications function
September 2013
INTERNAL

2. About HSBC
• 80 countries and territories
• 6,600 offices
• 55 million customers
• 270,000 employees
• Over 100 languages and dialects
spoken
• 2011: New strategy, new structure
INTERNAL

3. The communications challenge…the way we were
• Growth through acquisition
• Multiple cultures, processes, products and channels
• Inconsistency of communications approach and capability
• Inconsistent recruitment practices; job descriptions, salary, grade etc
• Communications practitioners embedded in the business
• No visibility of who doing communications and where
• No global communications strategy
• No seat at the top table
INTERNAL

4. The solution
• Audit of communications practitioners
• Global communications strategy aligned to the business
• Competency framework
• Learning needs analysis
• Development of three stage programme, plus supplementary learning
• Review and measurement
• Accreditation
INTERNAL

5. The framework
INTERNAL

6. The framework
INTERNAL

7. The outcome
• Reached 254 people from over 25 countries
• 100% of all delegates have developed personal learning plans
• Surpassed target of 8 out of 10 feedback score for modules 1 and 2 –
average scores were 8.6 and 8.8 respectively
• Surpassed target of 3 out of 4 feedback score for Module 3 – average
score was 3.74
• Met target feedback score of 8 out of 10 for Learning Labs
• Practitioner skills levels increased in the six months from enrolment
– From 61% capability in all skills to 71%
• Expert skills levels increased in the six months from enrolment
– From 64% capability in all skills to 74%
INTERNAL

8. Where next?
• Becoming a more integrated communications function - external
comms
• Addressing current business needs - becoming business experts, not
just subject matter experts
• Continual improvement using our in-house capabilities
INTERNAL

9. Any questions?
INTERNAL

10. 10
INTERNAL