Scope International

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Scope International

  1. 1. Scope InternationalTop 10 Best Company to Work For 2011 Great Places to Work Learning Conference, Bangalore July 15, 2011 1
  2. 2. About us125 Nationalities Footprint 75 1,700+ 80,000 countries branches employees Business verticals Consumer Wholesale Group Tech & Banking Banking Operations Key markets Asia Africa Middle East Performance Highlights (End 2010) USD 16bn USD 6bn 197.0 centsHistory of over 150 years in Banking Income Profit EPS
  3. 3. Global Shared Service Centres (GSSCs)- Scope International (The Right Partner) • Shared Services Centres in India, KL and China; largest Hub in India •13000 staff across Chennai, KL & China hubs •Support over 14 million customers across 70+ countries • Annual cost savings over USD 100 million Technology Human Resources Shared Finance Shared Services Global Customer Care Consumer Banking Wholesale Banking Services Centre Technology Operations Operations Operations Software Solutions Securities Solution Centre IT Service Centre Group
  4. 4. Our Experience  Practice 1 : Driving Performance through Engagement  Practice2 : Embedding a culture of Performance Management  Practice 3 : Growing and Retaining Top Talent 4
  5. 5. Movement of Scope’s GrandMean andFollow-Through scores5.00 Scope Int Pvt. Ltd. GrandMean4.80 Scope Int Pvt. Ltd. Follow-Through4.604.40 4.224.20 3.98 3.964.00 4.093.80 3.79 3.813.603.403.203.00 2008 2009 2010 Copyright © 2010 Gallup, Inc. All rights reserved. 5
  6. 6. Driving Performance through Engagement  The Gallup Q12 model – Engagement and Business performance – The model – The Q12 questions  Scope‟s journey – The phases of implementation – The movement in scores – What has worked for us  3 dilemmas 6
  7. 7. What is employee engagement?“Employees willingness and ability to contribute to company success… the extent to which employees put discretionary effort into theirwork, in the form of extra time, brainpower and energy” Towers Perrin (2003)Employees are engaged when they:•Speak positively about the organization to co-workers, potentialemployees and customers,•Have an intense desire to be a member of the organization, and•Exert extra effort and are dedicated to doing the very best jobpossible to contribute to the organizations business success. Aon Hewitt 7
  8. 8. Engagement – Strongly linked toBusiness Performance STOCK REAL PROFIT INCREASE To INCREASE Profitability Drives Market Value reliably Sustainable Growth Drives Profitability influence SUSTAINABLE GROWTH these ... Engaged Customers Drive Sustainable Growth ENGAGED CUSTOMERS ENGAGED EMPLOYEES ... these Engaged Employees Drive Customer Engagement must be ENTER GREAT managed. HERE The Right People in the Right Roles with the Right Managers Drive Employee Engagement MANAGERS IDENTIFY STRENGTHS THE RIGHT FIT 8 8
  9. 9. Gallup Q12 questions - framework  Gallups employee engagement work is based on more than 30 years of in-depth behavioral economic research involving more than 17 million employees. This research has appeared in prestigious business and scientific publications, including the Journal of Applied Psychology and the Harvard Business Review. Through rigorous research, Gallup has identified 12 core elements -- the Q12 -- that link powerfully to key business outcomes. These 12 statements emerged as those that best predict employee and workgroup performance. 9
  10. 10. Gallup Q12 questions• Opportunity to learn and grow (Overall Growth)• Progress in last six months How Nurturing can we all Celebrating• Best friend grow?• Coworkers committed to quality Inspiring• Mission/Purpose of company Do I belong? Speaking• My opinions count (Teamwork) Listening• Encourages development• Supervisor/Someone at work cares Caring• Recognition in last seven days What do I give? Thanking• Do what I do best every day (Management Support) Sharing• Materials and equipment• I know what is expected What do I get? Hiring and Welcoming of me at work (Basic Needs) Our Q12 based engagement programme has been a powerful differentiator, helping us to measure and grow as a Great Place to Work. 10
  11. 11. Impact Planning: five step model 1 2 Set the scene Capture reactions . Why? Because the better you can set the . Why? To fully capture the team’s reactions scene, the better your team will be able to to their scorecard, and start a useful have a constructive discussion conversation What? Get people focused, talking, relaxed What? Flipchart whatever the team notice in thinking positively their scorecard 5 Agree actions 3 Identify big issues Why?.Because improvement requires . Why? To see clearly what important patterns clarity about what we can do and why we’re or issues are in the teams’ reactions to the doing it scorecard What? Prioritising ideas, then being clear What? Summarise the team’s reactions and about what will be done, by who and when vote for the 1 – 3 most important issues 4 Explore specifics . To understand the detail – good and Why? bad – that is underneath the issues What? Identify strengths and weaknesses, as one team, or in small groups and then share with the whole team 11
  12. 12. To sum up : Employee engagement is anongoing process 2010 2010 2010-2011 Aug - Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept __Mi Q12 Q12 TEAM ACTION & d TEAM Q12 Survey Finalise impact planning REVIEWS year ACTIO 2011 Reports survey revie N w  Employee engagement drives performance & increases retention of talent  Improving Q12 results is a strategy that drives business outcomes  The employee engagement process is designed to initiate discussion and action towards improving the teams working environment  Attention is on behaviours, dialogue and action, rather than numbers  Effective impact planning and follow through increases engagement  Managers are the key in building employee engagement through leading by example 12
  13. 13. Driving Performance through Engagement  The Gallup Q12 model – Engagement and Business performance – The model – The Q12 questions  Scope’s journey – The phases of implementation – The movement in scores – What has worked for us  3 dilemmas 13
  14. 14. Our Journey to-date Linking engagement to performance 2010 Leveraging the model A segmented Engagement 2008 approach to scores linked Institutionalizing support Managers : to individual Impact Planning : Focus on embedding as a key Interventions performance People Manager job objective customised based on Low scoring Great Manager Programme : 4 module training for engagement level managers are Managers category placed on 2006 Training HRRMs as development Early Phase expert facilitators : plans Gallup training on Metricised Awareness of the Q12 survey : State of Team objectives for Educating employees and analysis People managers managers Great Manager Building Participation levels : Awards : Leveraging the online tool Pre Celebrating and learning from Great 2006 Managers 14
  15. 15. Movement of Scope’s GrandMean andFollow-Through scores5.00 Scope Int Pvt. Ltd. GrandMean4.80 Scope Int Pvt. Ltd. Follow-Through4.604.40 4.224.20 3.98 3.964.00 4.093.80 3.79 3.813.603.403.203.00 2008 2009 2010 Copyright © 2010 Gallup, Inc. All rights reserved. 15
  16. 16. What has worked for us ? Direct and visible involvement of senior leadership Setting aspirational goals Greater inclusiveness (For the Employees – By the Employees) Orienting all new staff including new managers on engagement philosophy and concept Strong coaching and facilitation by business HR Planned initiatives spread across the year – pan GSSC and unit specific Strongly leveraging internal champions Strengthening the listening process to continuously challenge and improve Segmented approach to support line managers Copyright © 2010 Gallup, Inc. All rights reserved. 16
  17. 17. Segmenting support for managers Bottom quartile Second quartile Third quartile Top quartile (under 25th %ile) (25th – 50th %ile) (50th – 75th %ile) (over 75th %ile) EVALUATE EDUCATE ENCOURAGE ESTEEMHR support  Coach managers in having  Build interaction with upper quartile  State of the Team coaching  State of the Team discussion frequent, one to one discussions managers, e.g. Engagement discussion focusing on „Good to Great‟ and on the basics of management Coaches  Coach on facilitating great discussions identifying what makes them and engagement  Discuss outputs of engagement to build engagement OR facilitate the successful  Agree personal action plan to planning discussions, and how to discussion  Coach around feedback loops build capability in the basics of refresh the action plan  Coach on improving outputs ofCoach management  Build linkage with business engagement planning discussions,  Review success in building performance goals and drivers and how to use feedback loops to management capability  Coaching around „the basics of refresh the action plan management‟  Build linkage with business performance goals and drivers  Facilitate engagement  Facilitate engagement discussions As needed As neededFacilitate discussions / „impact planning‟ / „impact planning‟ – using  Facilitate engagement reviews business priorities as why to have throughout the year the discussionOther  Conversations that Count  Conversations that Count booklets  Attend relevant transition  Attend relevant transition booklets  Know, Focus, Care, Inspire Management Development Management Developmentsupport  Know, Focus, Care, Inspire awareness workshop Programmes as identified by Programme as identified byavailable awareness workshop  Attend relevant Great Manager responsible Talent Manager responsible Talent Manager  Attend relevant Great Manager Programme workshops  Manager Springboard Workshop –  Become Engagement Programme workshops From Surviving to Thriving Champions & e.g. chair best  Build interaction with upper quartile practice sessions, review 2nd / managers 3rd quartile managers‟ actions  Selected basic elements of the GMP and progress to address weaker areas, e.g.  Reward and recognise as for workshops and Conversations that great business performance – Count booklets celebrate success  Attend relevant Great Manager  Mentoring by role model senior Programme workshops leaders / managers  Recognise, systematically study and publicise best practices  Attend relevant Great Manager Programme workshops 17
  18. 18. Driving Performance through Engagement  The Gallup Q12 model – Engagement and Business performance – The model – The Q12 questions  Scope‟s journey – The phases of implementation – The movement in scores – What has worked for us  3 Hypotheses / Dilemmas 18
  19. 19. 3 Hypotheses / Dilemmas  Higher engagement leads to higher retention, productivity, service quality etc.  Managers always adopt fair and ethical means to improve team engagement  Consequence Management improves / promotes engagement 19
  20. 20. Embedding a culture of PerformanceManagement  P3 (Performance, Potential and Pay) : The elements are familiar  A look at the outcomes  What makes it different ?  Common challenges / our approach 20
  21. 21. Performance Management 21
  22. 22. Key Features Year round activity Well integrated with HR processes Talent Employee Management Engagement and Career Progression P3 (Performance, Pay, Potential) Rewards Learning & Development Strong Performance Robust Processes for Differentiation / fairness / objectivity Linkage with reward 22
  23. 23. Our performance and values rating scales Making rating decisions means…”what” and “how” Performance Values 1 rating means the employee has A. rating means the employee role models demonstrated consistently exceptional living the values performance B. rating means the employee almost 2 rating means the employee has always lives the values demonstrated very good performance C. rating means the employee generally against stretching objectives lives the values 3 rating means the employee has D. rating means the employee sometimes demonstrated good performance lives the values against stretching objectives E. rating means the employee fails to live 4 rating means that improvement is the values required 5 rating means the employee has demonstrated unacceptable performance 23
  24. 24. Embedding a culture of PerformanceManagement  P3 (Performance, Potential and Pay) : The elements are familiar  What makes it different ?  Common challenges / our approach 24
  25. 25. Implementation Focus 1 Empowering Devolving accountability : role in performance P3 Managers rating decisions Empowering managers : access to market data and role in reward decisions 2 P Performance Management Training focussed on Training managers and appraisees Leveraging on technology R O 3 Creative year-round communication Transparency & C Sharing of decisions and outcomes Communication E 4  Extensive involvement and time commitment of S Close senior leadership through-out the process - Communication S participation - Detailed 2 stage-levelling - Case-by-case review of Hipos / Exceptions / Poor of leadership performers - Escalations and post P3 feedback 25
  26. 26. Empowering Managers  High level of inclusion and participation of line managers  Proposing Managers include all managers with one or more reportees, regardless of organisation level  Managers propose ratings and reward of team members  They are given full access to relevant market benchmark compensation, past performance ratings and stakeholder feedback to enable informed decisioning  Empowerment done in stages to ensure training and sensitization to adequately equip young managers Year Proposing Managers Managers with teams Empowered 2007 249 902 28% 2008 659 1135 58% 2009 1057 1057 100% 26
  27. 27. Training : What is in it for me ?  Intensive training for Managers on how to have a good performance conversation, coach employees, manage high performance teams  Values workshops for translating values into visible day to day behaviours  Training to identify talent  Training on how to discuss compensation decisions  Training from an appraisee’s perspective  Systems (P3 tool) training on the shop-floor 27
  28. 28. Tools Unlimited e-learning Webinar Presentation Checklists, FAQs, Podcasts… a wide range of solutions to suit varying needs 28
  29. 29. Transparency and Communication  Communication is used as a powerful tool to: – Inform with transparency – Bring alignment in understanding the key drivers – Elicit feedback and – Drive compliance 29
  30. 30. Transparency and Communication  End to end intensive communication plan  Active participation of CEO and his MANCO members  Multiple vehicles : – SharePoint (dedicated P3 site) to host e-learning / guidelines / FAQs / podcasts – Town-halls for communicating broader P3 messages / environmental context and sustaining engagement – Shop-floor messaging through floor presentations / posters / activities – Corporate-wide creative communications / reminders – Small group briefings e.g.. with senior leadership / people managers  Strong processes for cascaded messaging 30
  31. 31. Transparency and Communication Guidelines on Share point accessible to all 31
  32. 32. Transparency and Communication Creative Messaging 32
  33. 33. Close involvement of leadership  Collective alignment at the start of the cycle  Active, visible participation in communication  Intense and direct involvement in leveling discussions (2 stages)  Consistently drive for fair decisions  Available for open discussions / direct feedback from employees  Champion the philosophy and process by setting the example themselves 33
  34. 34. Embedding a culture of PerformanceManagement  P3 (Performance, Potential and Pay) : The elements are familiar  What makes it different ?  A look at the outcomes  Common challenges / our approach 34
  35. 35. Common Challenges Sustaining Creating Alignment credibility and trust Ensuring each employee has an engaging performance conversation Differentiating performance and reward Giving away the power 35
  36. 36. Creating Alignment Challenges What has worked for us: Aligning • Constant dialoguing at all levels • Business units Leadership / Managers / Employees needs with • Early engagement with stakeholders organizational • Driving consistency of principles but drivers providing room for genuine exceptions • Managers’ • Encouraging compliance to process understanding / through data based MIS wants • Acceptance that this is a journey • Employee rather than a destination expectations 36
  37. 37. Creating Alignment A continuous improvement JO SURVEY P3 SURVEY 3 initiative : Coverage: 754 (12%) Coverage: 3698 (58%) Setting Job Objectives / I know what to do Objective assessment of the quality and ASSESSMENT 1. JO REVIEW 2. FGD effectiveness of job OF JO objectives setting. TheCoverage: 1122 (18%) Coverage: 292 (5%) framework measures compliance e.g. adherence to timelines; quality e.g. how smart Process Process Process Adherence Quality Effectiveness are the objectives; and effectiveness e.g. do employees know what is JO expected of them at SCORE CARD work? 37
  38. 38. Sustaining Credibility and Trust Challenges What has worked for us: Trust in • Strong independent governance by HR • Authenticity • Robust check & balance mechanisms - of process multiple raters, stakeholder feedback, • Market data leveling, escalation process etc. produce • Fairness in upward as well as downward adjustments decision • Use of transparently shared and outcomes consistently applied principles • Creating a culture of Open / Honest / Courageous conversations • Training managers • Taking and acting on feedback from all levels 38
  39. 39. The Performance Conversation Challenges What has worked for us: Ensuring • Training managers • Each and • Rigorous communication on the every employee importance of the performance has a conversation performance • Selective focus – Quantity then conversation quality ; select particular dimension for • Consistency focused training e.g. values / and good compensation etc. quality of performance conversation 39
  40. 40. The Performance Conversation A continuous improvement initiative : The One Q Survey Introduced in 2007, this has become a simple yet powerful reminder for Managers to ensure that they complete their performance conversations. The survey to all employees asks one Q “ Have you had your performance conversation?”. This enables employees to escalate and be assured of corrective action through HR. Compliance has gone up from 93% to 97%. 40
  41. 41. Differentiating Performance & Reward Challenges What has worked for us: • Left skew of • No “force fitting”. However rating distribution distribution is subjected to strong • “Quotas” review not only at an overall • Differentiating organization level, but also performance at  at unit and business level managerial and  across organization levels  separately for new joiners & tenured employees senior levels • Performance linkage built into • Linking reward reward guidelines decisions to • HR ensures healthy challenge performance through independent, data driven reviews 41
  42. 42. Well differentiated Performance andReward Scope Performance Distribution 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 1 2 3 4 5 GSSC 7.80% 34.30% 52.00% 5.60% 0.20% Exceptional Very Good Good Under Performance Performance Performance Performance Salary Increase 1.75 1.42 1.00 0.00 Performance 1.70 1.40 1.00 0.30 Bonus 42
  43. 43. Giving away the Power Challenges What has worked for us: • Will Managers • Change managed gradually over a have the required period of time maturity to make • Intensive and continuing awareness balanced building and training decisions? • Managers are empowered and also • How will we held accountable for engagement manage budgets? within their teams • Will access to • Clear communication / setting of sensitive market expectations at each cycle data result in disengagement? 43
  44. 44. Growing and Retaining Top Talent  A look at the outcomes  Talent Management framework  What worked for us 44
  45. 45. Talent Scorecard Year Year 2009-10 2010-11% of hipos over eligible population 6.5 8.8Hipo retention % 91% 95%Number of cross border moves 32 58% of hipos in same role for more than two years 28% 3%% of hipos featuring in succession plan with 32% 68%immediate readiness% of hipos in special projects 38% 73%
  46. 46. The Context The world’s best international bank:Our vision Leading the way in Asia, Africa and the Middle East Deliver superior Continuously Massively Strengthen our Reinforce the Our financial improve the multiply our right partner brand priorities performance way we work leadership relationship with capability regulators and communities Message to BLT: MMOLC Now more than ever we need more leadership, not necessarily more leaders. We need leaders who can make tough decisions, work with their peers across the matrix, those who can inspire and motivate their teams and leaders who can communicate making the complex and uncertain paths clear. Peter Sands Driving Performance through Productivity, Leadership & Engagement
  47. 47. Talent ClassificationP High Potential Under Achiever Coach / Support HighO (UA) outstanding performance and alignT Provide targeted development plan withE development aspirations and goalsN support to improve Critical Resources (CR) for potential new roles performance Develop for broader assignments to MediumT increase their potential or forI outstanding performance Under PerformanceA (UP)L Focus their Core Contributor (CC) development towards a Develop skills to “mastery” / more suitable role, or leverage them into a role at a manage out similar level Low Unacceptable Good Exceptional P E R F O R M A N C E
  48. 48. Talent Identification Criteria SCB Leadership ModelLeaders Senior Future Drive to Leading Deliverin Focus Lead People g Results What this means at junior level? People Criteria Technical CriteriaContributors (H4) Individual Learning Agility Commercial Acumen Leadership Potential Business Professionalism 48
  49. 49. Current State Assessment andGaps Identified - Quality of identified talent – high flux in the talent pool during each review - Talent classification not communicated – impact on overall effectiveness - Reactive plan to retain hipos - No planned career moves based on aspirations - Less visibility and exposure of talent with Senior management - No clear linkage to Succession plan - Line managers are not equipped on how to develop and engage Hipos - Business Heads not owning the process - Not Outcome focused
  50. 50. Managing Talent - Key Priorities Transparency Orientation of managers Equipping Support in talent to classifying make career talent & developmen t plan Engagement & Visibility Retention with Risk Leadership assessment Outcome and Review
  51. 51. Hipo validation tool To assess and validate the potential of high potential talent objectively and improve the quality of identification Set of 25 behavioural questions that assesses the frequency of demonstration of behaviours Key features of the tool • Objective assessment H4 validation • Compare the potential tool • Consistency • Reference point for development
  52. 52. Managing Talent - Key Priorities Transparency & Orientation of managers Equipping Support in talent to classifying make career talent & developmen t plan Engagement & Visibility Retention with Risk Leadership assessment Outcome and Review
  53. 53. Why transparency? Critical Benefits Possible Risks Critical lever to positively increase  Poorly managed transparency performance and engagement levels discussions with hipos, and non- Improved, and more effective / targeted hipos development planning  Concern of not having clear Greater visibility for the „right‟ people development proposition in place Greater understanding of peoples  Lack of / ineffective guidance and career aspirations, and long term formal support for line managers on career goals the goals, and components of the development offering for hipos Improved retention of talent pool members  Unclear hipo expectations, in terms of what their mutual obligations are to the organization
  54. 54. Managing talent in a changing world – ObjectivesDefine your role as Talent ChampionArticulate what is H4 Talent PropositionMake robust Talent Identification Identify what is best for different staff‟s development, and agree structured ILDP to retain & engage your staff Understand H4 development framework Upskill in Transparency & Development Conversation, and dealing with Challenging Conversations
  55. 55. Line Managers as Talent Champions
  56. 56. H4 Transparency survey• Launched an online survey to track the status of transparencyconversation with all H4s• 100% confirmed they know their TC and received one page confidentialityguideline 100% H4s had transparency conversation
  57. 57. Managing Talent - Key Priorities Transparency Equipping Support in talent to classifying make career talent & development plan Engagement & Visibility Retention with Risk Leadership assessment Outcome and Review
  58. 58. Focus on Your Future
  59. 59. Managing Talent - Key Priorities Transparency Equipping Support in talent to classifying make career talent & developmen t plan Engagement & Visibility Retention with Risk Leadership assessment Outcome and Review
  60. 60. Talent Retention – Risk Assessment Objective: To equip LMs for proactive engagement & retention of Hipos Tool focuses on 9 risk areas; Traffic light scoring – “Low” / “Medium” / “High” Maximum of 3 “High” risk areas for each Hipo; Each “High” risk area to have detailed & agreed risk mitigation plan HR to review the retention risk associated with “Hipo – LM relationship” post LM assessment
  61. 61. Risk Assessment Areas Low Medium High Role Clarity Role Challenge R Work Life Balance R I I S Development Opportunities S K K Recognition A A R Career Growth/ Promotion R E E A Compensation A S S Personal Relationship with Manager RISK INDICATORS RISK INDICATOR
  62. 62. Risk Assessment tool Relation Job Related Factors Career Develo ship Growth Compen Perso pment Recog with / sation nal Role Role Worklife Opport nition the Promot clarity Challenge Balance unities manage ion rHipo M L L L L M H L M 1Hipo L L L M M L L H L 2Hipo M M L L L L M L L 3Hipo L H L H L L L M L 4Hipo L L M L H H L L H 5
  63. 63. Risk Assessment – Mitigation Plan High Risk Recommended Target Why is it a risk area Responsibility Areas actions date
  64. 64. Managing Talent - Key Priorities Transparency Equipping Support in talent to classifying make career talent & developmen t plan Outcome Retention and Review Risk assessment Engagement & Visibility with Leadership
  65. 65. Power of Leadership & Power of Perspectives The thought of this series is appreciated most, where MANCO members share their experiences and leadership styles with future leaders It proved out to be a very inspirational session and raised my self-confidence level hearing him speak The session was excellent and conducive. The talk was based solely on personal experiences and amply illustrated with real stories. Zero theory and 100 % of practical knowledge sharing. How to convert challenges into positive energy and take it as an opportunity to learn and grow in life was well demonstrated in the lecture
  66. 66. Engagement with Senior Leadership “Power of Leadership” and “Power of Perspectives” • To build Leadership Capability through inspirational & practical experiences • To encourage “Learning from others” – 20% under balanced development framework • To expose our talent to different perspectives and help them assimilate knowledge on various relevant topics from experts outside • To increase networking with Senior Leaders & fellow high potential employees • To foster Learning and enhance engagement
  67. 67. Managing Talent - Key Priorities Transparency Equipping Support in talent to classifying make career talent & developmen t plan Outcome Retention and Review Risk assessment Engagement & Visibility with Leadership
  68. 68. Talent Review Dedicated Quarterly Talent Forum with Country Senior Management to review the talent agenda, progress and career progression of key talents Talent metrics in people scorecard is reviewed monthly by leadership team on attrition and the number of high potential talent in the same role for more than 24 months Half yearly forum on succession plan to review the development of high potential successors for the identified roles
  69. 69. THANK YOU 69

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