Presentation _ TM Erum & Nasra

8/12/2019 Presentation _ TM Erum & Nasra

1/16

Presenting

case Study

Nasra Muneer & Erum SabahatBM - BM - 25496

IBT Gulshan campus

Submitted to: Sir Asif


2/16

About Lloyds TSB

Lloyds TSB (LTSB) is a leading UK-based financial services

Group whose businesses provide a comprehensive

range of banking and financial services in the UK and

overseas. The Group was formed in 1995 from the

merger of TSB and Lloyds Bank.In June 1999, TSB and Lloyds Bank branches in England.

Branches in Scotland came under the new brand of

Lloyds TSB Scotland, which now has branches stretching

from the Northern Isles to the Mull of Galloway.

Scottish Widows joined the Group on 3 March 2000. Thiscombination created one of the UKs largest providers of

life, pensions and unit trust products.


3/16

Vision

The Lloyds TSB vision is to be the best

financial services organization in the UKand overseas.


4/16

BusinessModel of LTSBThe organization's business model is based on

building long-lasting relationships with

customers, meeting more of their financial

needs and thereby generating sustainable,

high quality earnings growth. One of the

cornerstones of the business model is engaging

staff, as this is seen as critical to driving

customer satisfaction.


5/16

Road MapThis case study break up in 5 sections:

SECTION 01Overview

SECTION 02The talent dimensions

SECTION 03Areas of good practice

SECTION 04Areas for further consideration

SECTION 05Fictitious narrative


6/16

Organizational Hierarchy

The Lloyds TSB Group employs 63,000 staff, across theGroup Centre and its four divisions:

UK Retail Banking

Insurance and Investments

Wholesale and International Banking, and Group IT and Operations.

Section - 1

Overview


7/16

Organization Strategy

The organization has a three phase strategy in order tomove towards its vision:

Phase 1focus on core markets

Phase 2build customer franchises

Phase 3expand from strength


8/16

The Talent ChallengeHaving established the quality of earnings bysuccessfully focusing on core business activities, thebusiness has moved into phase 2 of its strategywhich is aimed at deepening customer relationshipsand becoming the number 1 UK bank.

Talent defined

The Talent is defined as a factor of performance(current), potential (future) and behaviour

(capability).


9/16


10/16

The Career Path ProcessThe Career Path process is design to be an openprocess of conversation about aspirations andpotential in the context of the business now and in

the future.


11/16

The Career Path ProcessThe key drivers for making talent visible within the bankare succession, mobility and development. In support ofthese imperatives, Lloyds TSB has implemented two keyprocesses in the last four years aimed at providing

overviews of talent requirements and talent availableacross the Group and Divisions.The People Review process was initiated in 2003 by EricDaniels and the Talent Dashboard was implemented in2007.The Group Talent Dashboard provides an oversight of

succession for senior and key roles, talent pools,leadership and key functional capabilities.


12/16

Talent PoolsTalent pools are national or specific groupings of

individuals assessed as having the potential toprogress.

The Key Talent Pools

Lloyds TSB operates a number of talent poolsspecificneeds at group, divisional or business unit level.

-The Graduate Talent Pool

-Group Operations Leadership Developing Programme

Development Oriented Talent Pools


13/16

TELENT DIEMENTIONSDimension 1: Size of talent pool

Dimension 2: Entry criteria

Dimension 3: Decision process

Dimension 4: Permanency of definition

Dimension 5: Recruitment as a source of talent

Dimension 6: Transparency

Dimension 7: Development pathDimension 8: Development focus

Dimension 9: Support

Dimension 10: Influence on career

Dimension 11: Connected conversations

Dimension 12: Organizational values

Dimension 13: RiskDimension 14: Performance management

Dimension 15: Talent management processes

Dimension 16: Use of technology

Dimension 17: Systems flexibility

Dimension 18: Ownership of talent

Section - 2


14/16

Areas of good practice expansion programme

The brand, values and philosophy of talent

Talent management informs all the companys people-based

processes for all staff.

perceived both as a strategy for growth and the means to reinforcethe companys

gives clear guidance to employees about what they need to do to

develop themselves and gain their next promotion.

Talent management is set in the context of competency-based

training and development

Section - 3


15/16

Areas for further consideration Growth versus consolidation

Managing the culture through rapid growth

Setting boundaries between people

development/performance management and talentmanagement strategies.

Pacing the career of highpotentials

Segmenting talent

Individual or role competencies.

Managing turnover

Identifying potential versus promotability.

Diversity monitoring.

Section - 4

i


16/16

Fictitious narrative

Section - 5

Documents

Presentation _ TM Erum & Nasra