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  • October 2007 (Revised December 2008)
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The Royal Bank of Scotland Group: The Human Capital Strategy

By: Boris Groysberg and Eliot Sherman
  • Format:Print
  • | Pages:34
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Abstract

Describes the development and implementation of one of the world's most advanced human resource management support systems. The Royal Bank of Scotland Group is a global banking leader that began implementing a strategy for measuring the impact of human capital on bottom-line financial metrics in 2000. Spearheaded by HR executive Greig Aitken, this strategy included the use of an online toolkit of software through which HR executives could measure employee performance, gauge its impact on business performance, and commission new unit-specific surveys and studies. Aitken faces several challenges in advancing the use of human capital strategy throughout the Group: namely, how should he further build buy-in among key Group executives? And how should the Group respond when human capital analysis reveals some startling results in one of its most important divisions?

Keywords

Financial Management; Human Resources; Human Capital; Management Systems; Measurement and Metrics; Performance Effectiveness; Strategy; Information Technology; Banking Industry

Citation

Groysberg, Boris, and Eliot Sherman. "The Royal Bank of Scotland Group: The Human Capital Strategy." Harvard Business School Case 408-060, October 2007. (Revised December 2008.)
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About The Author

Boris Groysberg

Organizational Behavior
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