The document outlines HSBC's efforts to build a world-class employee communications function by developing a global communications strategy and competency framework. It conducted an audit of communications practitioners across its 80 countries and 6,600 offices, identifying inconsistencies. It then created a three-stage learning and development program that reached over 254 people from 25+ countries, improving their skills levels. The outcome exceeded targets for feedback scores. It aims to further integrate communications and make practitioners experts in business needs.

1. Building a world-class employee
communications function
September 2013
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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
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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
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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
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5. The framework
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6. The framework
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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%
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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
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9. Any questions?
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10. 10
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