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INTEGRATION & SYNERGYIn HR practices of
Royal Bank of Canada
BY: Sub-Group – 4Gyanendra Singh (12EX-019)
Shishir Jindal (12EX-046)Madhumanti Samaddar (12EX-023)
Arijit Majumder (12EX-0**)Shishir Jain (12EX-045)
Somnath Manna (12EX-0**)
Synergy in RBC
HR and business are tuned to go togetherCustomers are treated as partnersEmployees are driven through common
goals and targetsThese goals and targets are well set to
achieve long-term goals through short-term achievements
Fundamental sources of alignment are Leadership, Culture and Values
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
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 successes1. “We Need The Data!”2. Response rate increased from 30% to 70%
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
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