This document discusses how a multi-national bank used Youlab to align its employees to its digital transformation strategy. It outlines the 5 questions the bank wanted to answer and the 5-step process used: 1) define starting questions, 2) collect employee data through a career app, 3) identify 5 new digital roles, 4) clarify future job impacts, 5) analyze data to answer questions and develop talent. The analysis identified talent gaps/surpluses and learning resources needed to build digital capabilities at scale.

1. Aligning people to a
company’s “go digital”
strategy

2. McKinsey’s research shows that companies
“expect digital initiatives to deliver annual growth and cost efficiencies of
5 to10 percent or more in the next three to five years.”
Thedrivetogodigital
5-10annual growth and cost efficiencies
%

3. What will it take to go digital?
Interactivity
Anything that impacts
interaction between
people e.g. marketing,
content management
commerce, online
experience etc.
Mobility
The devices that
are connected and
embedded in
everything we use.
Analytics
The data that tells
the story and offers
new insights into
products, customers
and business models.
Accenture identifies three key digital capabilities that will
drive these new strategies:

4. A PeopleTree Group Product
The implication
This may appear to be a very technology-centric
approach, but each of these capabilities impacts the
culture of the company, the type of talent that will be
needed to implement a digital strategy and the
interaction and relationships between people.

5. This case study will explain how Youlab was used
to answer the following five questions in a
multi-national banking group that was about to
embark on a digital transformation.

6. How will the digitization process impact
each person’s current role?
How well does each individual match the digital
role that impacts his or her current role?
Should we develop for this role, or should we
redeploy this person to a role with a better fit?
Where is the best opportunity for deployment?
How do we connect people with relevant
development resources?
1
2
3
4
5

7. A PeopleTree Group Product
Do the
analytics
56
Share the
insights
Clarify the
future context
4
The people
data platform
2
The
starting point
1
The 5
digital roles
3

8. A PeopleTree Group Product
The starting point
Define the questions you want to answer
How will the digitization process impact each person’s current role?
1. How well does each individual match the digital role that impacts
his or her current role?
2. Should we develop for this role, or should we redeploy this person
to a role with a better fit?
3. Where is the best opportunity for deployment?
4. How do we connect people with relevant development resources?
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

9. A PeopleTree Group Product
The people data platform
Create a reason for people to give you relevant data
To answer these questions we needed data about15,000 people
that would help us quickly understand the strengths and talents of
each person, their interest and motivation in changes that would be
happening and their fit to one or more of the five digital roles that
had been identified as important.
The Youlab Career App, a self-directed career management
application, was deployed to everyone over a period of 3 months.
The purpose was to help people identify their strengths, compare
those strengths to the new digital roles and select a personalized
and customized development plan that would help them to prepare
for the future.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

10. A PeopleTree Group Product
The 5 digital roles
Be clear about what you are looking for
1. Digital Enabler
The Digital Enabler is someone who is comfortable dealing with
clients of all backgrounds and with varying degrees of computer
literacy. The Digital Enabler will manage the electronic lobbies within
the branches. They will encourage, assist and train clients to use our
digital processes. A successful digital enabler will be approachable and
empathetic, understanding the customers problem before identifying
a solution and guiding that customer to a successful resolution.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

11. A PeopleTree Group Product
The 5 digital roles (cont)
Be clear about what you are looking for
2. Digital Champion
This is someone who will communicate our digital strategy to our
customers. Guiding them through new processes and encouraging
their participation in our online banking and online service tools.
The ability to communicate clearly and understand the customer’s
proficiency levels is key.
3. Digital Trainer
Digital Trainers are employees who are able to quickly understand
the new digitized processes, and train their colleagues as well as
digital representatives.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

12. A PeopleTree Group Product
The 5 digital roles (cont)
Be clear about what you are looking for
4. Digital Representative
This role will involve dealing with customers who are using
our digitized processes for the first time. They will need good
communication skills and the ability to understand the customer’s
problems over the telephone or via online support.
5. Digital Citizen
The Digital Citizen will be comfortable with technology, stay
abreast of technology changes and regularly use technology to
improve communication and productivity in their daily activities.
Active participation in social networks, websites and use of mobile
applications are key differentiators of our digital citizens.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

13. A PeopleTree Group Product
Clarify the future context
How will things change from the “as-is” to the “to-be”
To determine which role would be most relevant to a person,
we asked them to identify their primary function:
• I support customers telephonically with bank products and services.
• I train other employees on new bank products, processes or services.
• I help customers use bank products, processes or services, in the branch.
• I sell bank products & service to customers.
• I do not interact directly with customers.
Based on their answer, they were guided to the relevant digital role so
that they could compare their strengths to those required and select a
development area to work on.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

14. A PeopleTree Group Product
Do the analytics
Use the data to answer the questions asked initially
Youlab Analytics then used the Youlab Career App data to
identify talent shortages and surpluses in the various countries and
functional areas, as well as identify talent that could be deployed
into new digital projects.
This data also identified the type of learning resources that
would be needed to accelerate the development of the skills
that would support the digital strategy implementation.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

15. A PeopleTree Group Product
Share the Insights
Make sure each stakeholder has the
information they need to make better decisions
Within 6 months the business had the analytics it needed to
more accurately and effectively allocate resources to a people
development strategy that would support the digital transformation.
All employees had access to the information they needed to
make smarter career choices and a development plan that would
get them there.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

16. A PeopleTree Group Product
Share the Insights (Cont)
Make sure each stakeholder has the
information they need to make better decisions
The talent acquisition team could refer to the data to find talent
within the business that could be deployed to meet the growing
demand for certain roles as new business processes and products
were rolled out.
The learning and development team had the information they
needed to purchase and prioritize learning resources and knew
exactly who to deploy those resources to. The talent management
team could work with the business to re-align the workforce and
build new capabilities as the digitization process matured.
The people
data platform
The 5
digital roles
Clarify the
future context
Do the
analytics
Share the
Insights
The
starting point

17. The rapid collection of data from a sustainable platform
(the Youlab Career App) quickly and accurately answered the five
questions that the business had asked, and built digital capability at scale.
As the McKinsey research concludes with reference to talent “While
executive leadership is important, the most critical thing is midlevel
talent: the “boots on the ground” who can make or break digital
initiatives and are ultimately responsible for bringing products,
services, and offers to market.”
A PeopleTree Group Product
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