People Managers

@

The SCB Way

-People Manager Development Framework

• Take time to

understand my

talents and

strengths - what I

do best’

• ‘Help me get really clear on what

excellence looks like’

• ‘Help me achieve excellence by

doing what I do best’

• ‘Constantly let me know how I’m

doing and help me stay on track’

Focus

me

Care

about

me

Know me

• ‘Get to know me as a person and

make me feel valued for who I am’

• ‘Get to know me as

a person and make

me feel valued for

who I am’

• ‘Create conditions

for team-working

and a fun

environment’

Inspire

me

Role of People Managers

Career & Growth

Implementation of

People Products &

Processes

Fun @ Work Engagement

Performance &

Reward

Learning & Development

People

Management

Performance Management Scorecard

-What we measure?

1I had a discussion with my manager to review my performance in

the year

2I had a discussion with my manager to review the extent to which I

demonstrated the values in my role during the year

3I received feedback that will help me to improve my performance

in the next year

4I had a conversation with my manager about my compensation

following the P3 review

5I understand how my performance links to the decisions on my

compensation

6 I found it easy to set my objectives online using e-performance

7 I found it easy to complete my self-assessment online

8 I had enough time to complete my self-assessment online

9I have reviewed my manager's assessment comments on my

performance online

10 I provided suggestions on my 2011 objectives

S.No Employee Survey of P3 Final Review2010 2009 Change %

97% 96% 1%

93% 90% 3%

92% 91% 1%

87% 79% 8%

84% 80% 4%

97% 90% 7%

98% NA NA

97% NA NA

90% NA NA

85% 84% 1%

Scope Int'l

Performance Management Scorecard

-What we measure?

11I am absolutely clear on what I need to achieve in my job in the

next year

12I understand how achieveing my job objectives will contribute to

the success of the Bank

13 I know what a 1 Rating would look like in my current role

14 My team has agreed our Q12 impact plan

15I discussed with my manager what living the values means in my

role for the next year

16My manager explained to me what the new five-point values

rating scale is

17I have agreed my individual learning & development plan (ILDP)

for the new year with my manager

18My manager judges my performance based on the results I deliver,

not the amount of time I spend at work

19 I found it easy to view my P3 letter/statement online

20The P3 statement (where applicable) helped me to understand my

compensation more clearly

S.No Employee Survey of P3 Final Review2010 2009 Change %

94% 94% 0%

98% 97% 1%

87% 83% 4%

91% 90% 1%

89% 85% 4%

81% NA NA

83% 83% 0%

88% 92% -4%

98% NA NA

90% NA NA

Scope Int'l

How do we do this?

Empowerment,

Accountability &

Ownership

• LMs fully own the

process from

setting objectives to

distributing reward

• A transparent

escalation mechanism

is published for the

benefit of all

employees

Systems &

Processes as

Enablers

•e-performance and

P3 are completely

manager-centric

systems

•LMs are trained and

act as process

champions

HR Plays Coach

& Consultant

•Works closely with the

LMs through the

whole process

•Emphasis is always

on LMs taking

ownership of the

process & outcomes

The Carrot & Stick

Approach

•Behavioral

reinforcement occurs

through appropriate

reward mechanisms

3.9

1

3.9

4

4.0

3

3.9

7

4.1

3.9

8

3.9

6

4.2

2

4.2

6

0.00

1.00

2.00

3.00

4.00

5.00

2003 2004 2005 2006 2007 2008 2009 2010 2011

Our Engagement Journey

Employee Engagement Scorecard

-What we measure?

Overall 2010 %ile Overall

2011 %ile

Increase

in GM

Grand Mean: 4.22 70th 4.26 71st +0.04

Opportunities to learn & grow 4.20 60th 4.24 61st +0.04

Progress in last six months 4.20 61st 4.22 60th +0.02

Best friend 4.33 78th 4.41 79th +0.08

Coworkers committed to quality 4.24 63rd 4.28 63rd +0.04

Mission/Purpose of company 4.34 70th 4.38 69th +0.04

My opinions count 4.10 69th 4.14 70th +0.04

Encourages development 4.11 63rd 4.14 63rd +0.03

Supervisor/Someone at work cares 4.16 51st 4.20 53rd +0.04

Recognition last seven days 3.98 67th 4.01 68th +0.03

Do what I do best every day 4.24 65th 4.27 65th +0.03

Materials and equipment 4.30 68th 4.36 70th +0.06

I know what is expected of me at work 4.46 51st 4.50 56th +0.04

Areas of Strength Areas of Focus

How we do this?

Believe firmly in and swear by the Gallup Model; setting up and managing employees for high-

performance leads to engagement; not pursuing engagement for its sake

Coach managers as part of our People Agenda for deeper engagement awareness. Strive to establish

profound links between their day to day actions as people managers and team engagement.

Employ Q12 not merely as a measurement tool but also prescribe it as a model to our People Managers for

creating and sustaining high engagement in their teams.

Recognition for the Champions (publishing success stories) and Interventions for the Low-scorers (role

change into individual contributors).

Walk the Talk-Linking promotion/reward decisions of people managers with their teams’ engagement levels

as reflected in the Q12 indices (impact for the bottom quartile managers)

Employee Engagement is not a HR KRA; it is a strategic priority for the Bank and on every business

manager’s job objectives.

HR Transformation &

People Manager Development – A Neat Dovetail

Vest ownership and

accountability for People

Outcomes with Line Managers

themselves

HR function’s credo is to the

business as much as it is to the

people themselves

HR teams transfer their product

expertise on to the Line Managers

so as to make them our product

champions

Line Managers look up to HR for

Coaching & execution support

Ask HR – A Key Milestone in our

Transformation journey; the virtual world

to all employee services;

HR team spends its time on assessing

needs, creating new people

products/programs (or) tailoring existing

solutions to address those needs

Our identity is one of product

experts/consultative business partners-

a conscious position we want to occupy

in our customer’s (the business) mind

Questions

•Setting up and managing employees

for high-performance which leads to

engagement; not pursuing engagement

for its sake. Setting up and managing

employees for high-performance which

leads to engagement; not pursuing

engagement for its sake.

•Setting up and managing employees

for high-performance which leads to

engagement; not pursuing engagement

for its sake. Setting up and managing

employees for high-performance which

leads to engagement; not pursuing

engagement for its sake.

Nurturing Engagement - Creative Communications

Demystifying Engagement - Awareness