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

THANK YOU..

Submitted to: Prof. D. P. Sahoo

IMT Ghaziabad