Transformative HR: How Great Companies Use Evidence-Based Change for Sustainable Advantage by John W. Boudreau & Ravin Jesuthasan

Author:John W. Boudreau & Ravin Jesuthasan
Language: eng
Format: mobi
Publisher: Wiley
Published: 2011-08-23T14:00:00+00:00

A final example of optimization with respect to HR metrics at RBS shows up in HR’s work with the board. Historically, they had been taking data from the employee survey and presenting insights on about fifty key areas like efficiency, risk, and performance management in a big presentation. “We would provide them with all the interesting information,” Aitken explains. “Then we’d basically say, ‘Catch,’ and they had to work out what to do about the findings.”

No one was saying that parts of the data were irrelevant or uninteresting. But clearly this was not the best use of the board’s time. Again the underlying question was “Are we better off just investing time in understanding a few things rather than spreading our attention over many things?”

“We did a lot of key-factor analysis to find what the real drivers were for three issues—restoration of pride, divisional leadership, and employee engagement,” Aitken says. “Those were the three areas that were crucially important to the organization’s strategic plan. We effectively reengineered the way we provide insight to our businesses so that we are able to give them, in order of impact, the top four, five, or six things that will enable change and improve leadership capability in their units.”

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