This document discusses how to align graduate development with business strategy and strengths. It provides an overview of Lloyds Banking Group's (LBG) early talent strategy, which aligns graduate development with business needs through gamification. The strategy identifies graduate strengths and strengthens individual and organizational identity. It discusses assessing graduate strengths, developing them throughout their journey, and involving managers to inform development plans. The strategy has resulted in graduates having a better understanding of their strengths and how to use them, as well as managers being able to discuss strengths with graduates. The document encourages increasing business alignment, strengths focus, gamification, and manager involvement in graduate development strategies.

1. TEST THE
‘STRENGTH’ OF
YOUR GRADUATE
DEVELOPMENT
HOW TO ALIGN GRADUATE AND LINE MANAGER
STRENGTHS AND NEEDS WITH BUSINESS STRATEGY
Francesca Campalani & Emma Trenier

2. OVERVIEW
1. How Lloyds Banking Group have developed an early talent strategy that
aligns with business needs - and how you might increase the business
alignment of your own strategy
2. How gamification can reach graduates
3. How to identify the strengths of your graduates and strengthen both
their individual and organisational identities
2

3. STRATEGY: FRAN WITH EMMA

4. WHAT DOES LBG STAND FOR?
4
• Our Purpose is to help Britain prosper
• Our Vision is to be the best bank for Customers
• Our Strategy is
 Creating the best customer experience
 Becoming simpler and more efficient
 Delivering sustainable growth
We’ll achieve all this by building the BEST TEAM
• Our Values are

5. HOW DO WE TELL THIS STORY
TO OUR PEOPLE?
5
“A role that matters”
To play a
part
To make a
difference
• Help Britain prosper
• Best bank for Customers
• We’ll achieve all this by
building the BEST TEAM

6. WHO
ARE OUR
PEOPLE?
6

7. WHERE ARE OUR PEOPLE, INSIDE
AND OUTSIDE LLOYDS?
Intermediate
(Grade C/D)
Foundations
(Grade A/B)
School to Work
Employability
Mgmt Traineeship
(Grade D to E)
Leadership
(Grade E+)
Work
Experience
Entry level Interns / IP Graduates
Leadership
Talent Pools
From Recruitment strengths
to LBG Behaviours and Culture
Apprentices / School Leavers
7

8. FROM RECRUITMENT STRENGTHS TO LBG
BEHAVIOURS AND CULTURE
8
CulturalFit
LeadershipCapabilities
Performance
Do it well
Energy
Feel Good doing it
(enjoy)
Use
Doing it frequently
(comes naturally)
Skills,
Knowledge &
Experience
Strengths… A B
C
D

9. BUILDING THE BEST BANK & TEAM
1 2
3
4
5 6 7
8
9
2014
1. Induction: Best Bank
for Customers (Sep)
2. The Leader in You
(Dec/Jan)
2015
3. Responsible Business Challenge (11th
Feb)
4. The Customer in Me (May)
5. Innovation Challenge Celebration (Oct)
6. Engaging Hearts & Minds (Nov)
2016
7. Meaningful Career
Conversations (Mar)
8. Innovation Jam (May)
9. Graduation (Jul/Aug)
9
A
Att & Sel

10. DELIVERY APPROACH: GAMIFICATION
10
1. Social
2. Joy
3. Levels
4. Prizes
Aim for the
company
of Immortals.
David Ogilvy

11. To “bake” the Best team, you will need 5 simple ingredients
1. People with the LBGiness and a leadership long-term potential (thought and people)
2. A network of support and strong leadership role models
3. A development story, not a set of interventions: Gamification
4. A culture of innovation and continuous improvement
5. An obsession for Customers developed on the job. Always. Anywhere. At any cost.
Mix all ingredients, set the business at the right temperature, bake on the JOB and enjoy hot
Levels of Leadership in Action
Levels of LeadershipLevels of Personal Leadership
2 3 4
57 6
8
The Leader in You
Meaningful Career
Conversations
Responsible Business
Challenge
Innovation Challenge
The Innovation Jam
The Customer in Me
Engaging Hearts & Minds
BUILDING THE BEST TEAM RECIPE
11
Social ~ Joy ~ Levels ~ Prize

12. EARLY RESULTS
1. Awesome feedback from participants (apprentices, graduates and line
managers)
2. Early adoption of the newly launched Colleague Identity that supports
performance and Talent management at LBG
3. Interest from business to adopt same development journey

13. TEST YOUR STRATEGY
1. Is your L&D offering supporting your strategy? How?
2. Are line managers involved? How?
3. How well do you currently build the opportunity to build networks and
social relationships into your graduate (or apprentice) programme?
4. How joyful and fun are your development interventions?
5. Have you got prizes for success?
Give yourself a score for Strategy! (1-5)

14. TEST YOUR STRATEGY
• How did you do?
• If you scored 25 please stand!!
• Time to learn from the best....
14

15. STRENGTHS: EMMA WITH FRAN

16. Supported by
WHAT DEFINES A STRENGTH?
16
Performance – you do it well
Energy – you enjoy doing it
Use – you demonstrate using the strength often (inside or outside of work)
Performance Energy Use
65% of graduates would take a job where they can use their strengths
over a job with higher pay

17. Supported by
BUSINESS DRIVERS FOR STRENGTHS
17
Attraction and
market
differentiation
Assessing
and
Developing
individual
potential
Reward,
recognition,
and
engagement
Diversity
Help talent
prosper (even
if not selected
for a job)

18. Supported by
STRENGTHS SPOTTING
Let’s try it…
18
Talk about
something you
enjoy doing
at work for 2
minutes
The other
person
carefully
observes and
takes notes
Swap over
and repeat
Talk about
something you
find draining
at work for 2
minutes
The other
person
carefully
observes and
takes notes
Swap over
and repeat

19. Supported by
STRENGTHS SPOTTING
What did you notice?
19
Weaknesses...
Anxious
Drained
Agitated
Withdrawn
Inauthentic
Strengths...
Passionate
Focused
Animated
Detailed
Relaxed

20. Supported by
YOUR STRENGTHS
20
What are YOUR strengths as a development
professional?

21. Supported by
THE STRENGTHS JOURNEY FOR
EMERGING TALENT
21
21
Assessed
with online
assessment
and at
Innovation
Lab (interview
and AC)
Developed
throughout
the Graduate
Journey
12 strengths
Identified
through
Success
Analysis
Discussed
with manager
to inform
development
plan
Strengths
feedback as
part of Leader
in You
workshop

22. Supported by
THE STRENGTHS JOURNEY FOR
EMERGING TALENT
22
22
Strengths
feedback as
part of Leader
in You
workshop

23. Supported by
EXAMPLE: STRENGTHS FEEDBACK
23
23
1. Each individual receives a rich
development feedback report-
including personal and career
development suggestions on top three
and bottom three strengths
2. Pre- work to Leader in You workshop-
share with manager, colleagues and
friends and ask for their feedback
3. At Leader in You workshop- coaching
pairs discuss top strengths and how
they can be used at work (quick wins
and development plan)

24. Supported by
EXAMPLE: STRENGTHS AND IDENTITY
The Leader in You workshop focused
on:
1. Developing a strong identity by
understanding strengths and
where to use them
2. Demonstrating the Colleague
Identity through adopting new
behaviours and using strengths
24
79% of apprentices and 69% of graduates
know how to apply the Colleague Identity back at work
75% of apprentices and 67% of graduates have a
BETTER understanding of their strengths and how to use them at work

25. Supported by
THE STRENGTHS JOURNEY FOR
EMERGING TALENT
25
25
Discussed
with manager
to inform
development
plan

26. Supported by
EXAMPLE: MANAGER CONVERSATION
1. Graduates and apprentices are
encouraged to share their strengths
profile with their manager
2. Managers are invited to watch a
webinar to introduce them to the
graduate journey and their role in
developing potential
26
97% of managers have spoken to their graduate
or apprentice about their strengths
96% of managers say that understanding their graduate or
apprentices strengths has informed their management approach
93% have helped their graduate or apprentice create a development plan

27. Supported by
THIS IS GREAT NEWS BECAUSE....
27
Emphasis on
Performance
Weakness
26.8%
Emphasis on
Performance
Strengths
36.4%
(CLC, 2002; n = 19,187)
Impact on performance

28. TEST YOUR STRENGTHS FOCUS
28
1. Do you assess your graduate’s strengths as part of their recruitment or
on –boarding process?
2. Do you provide your graduates with the support to understand and
know how to use their strengths in their role/ future career?
3. Do your managers know how to talk about individual strengths and
development with their graduates?
Give yourself a score for Strengths focus! (1-5)

29. TEST THE ‘STRENGTH’ OF YOUR
GRADUATE DEVELOPMENT
• How did you do?
• If you scored 15 please stand!!
• Time to learn from the best....
29

30. YOUR GRADUATE DEVELOPMENT: HOW DID YOU DO?

31. FINAL THOUGHTS FROM US
31
Strengthen your Strategy & Gamification by....
1. Solving a real Business Challenge: the enemy or the prize
2. Telling a story about a dream, a place, a hero, the allies and the journey
3. Involving all of the change game players (from HR to Business to Line Managers)
Increase your Strengths focus by....
1. Providing every graduate with strengths feedback (post recruitment OR strengths
assessment)
2. Equipping managers to talk about graduate/ apprentice strengths
3. Allowing graduates to select placements / rotations / opportunities on basis of
strengths together with ‘development need’

32. THANK YOU
32
Francesca.Campalani@lloydsbanking.com
Emma.trenier@capp.co
Or connect with us via Linkedin or Twitter
@LBGTalent @fcampalani
@Capp_Co @emmatrenier