1. INTEGRATION & SYNERGY
In HR practices of
Royal Bank of Canada
BY: Sub-Group – 4
Gyanendra Singh (12EX-019)
Shishir Jindal (12EX-046)
Madhumanti Samaddar (12EX-023)
Arijit Majumder (12EX-0**)
Shishir Jain (12EX-045)
Somnath Manna (12EX-0**)

2. Synergy in RBC
 HR and business are tuned to go together
Customers are treated as partners
Employees are driven through common goals
and targets
These goals and targets are well set to achieve
long-term goals through short-term
achievements
Fundamental sources of alignment are
Leadership, Culture and Values

3. Synergy in two major initiatives
 Diversity 2.0 Program
 Synergy between Marketing & HR
 Recruitment & training strategies according to the
cultural needs of each locality
 Charitable works to support the community it is in
 Ease of lateral communication without going
through the hierarchy
 Translating new initiatives into operational results to
create better integration

4. Synergy in two major initiatives
 Employee Opinion Surveys
 Culture that believes EOS as a part of “real” work
 Studying how EOS finding effects business statistics
parameters like Branch Performance to determine
patterns to guide business interventions
 Configuring HR Strategies like recruitment,
training, engagement etc. according to EOS
 Two successes
1. “We Need The Data!”
2. Response rate increased from 30% to 70%

5. Integration & Employee commitment
 Employee attitude affects business issues
 Integration of performance rewards,
compensations etc. with long-term business goals
 Two different approaches to be practiced together
 “Just Do It!”
 Integration mind-set
 “Test & Learn” approach helps to implement
better
 Performance based culture: Perform well, develop
& succeed

6. THANK YOU..
Submitted to: Prof. D. P. Sahoo
IMT Ghaziabad