2. Building the Best Team within Lloyds Banking Group
EngageEmployee Webinar
16 June 2015
IBM Big Data & Analytics © 2013 IBM Corporation

3. Welcome David Littlechild Lloyds Banking Group Nick Hayter IBM
Steve Hurst
Engage Business Media

4. Structure for today David Littlechild: Approach to colleague surveys
Using surveys to drive behavioural change
Nick Hayter:
Recent trends and innovations in engagement surveys

5. Financial Services: An external perspective
EXTERNAL ENVIRONMENT
Customer behaviours are changing.
Digital technology is transforming our world.
Competition is stronger than ever.
The regulatory landscape is complex and continues to change.
A CHANGING WORKPLACE
By 2020, 5 generations will be working together for the first time.
What people want from their place of work is changing.
Consumerisation (digitisation) of the workplace is providing colleagues with greater choice about the way they work.

6. Consulting: Recent trends
What we hear from our partners
Employees today are demanding more transparency and honesty
Mobile use among employees continues to rise
Yearly surveys are not enough with a shift to engage in regular dialogue
Shift in being more agile and driving change on a more constant basis
HR professionals shifting to a strategic advisor to the business
Organizations are investing in Big Data and analytics to be data-driven

7. Lloyds Banking Group Our Purpose is to Help Britain Prosper
Delivered through our vision
Supported by 3 Group Values

8. High Performance Engagement Model
Engagement alone is not enough to ensure performance; to energise colleagues, we must create the right environment for them to reach their full potential.
Drivers of Employee Engagement X
Individual / Team performance
Collaboration
Colleague Advocacy
Customer Satisfaction & Loyalty
Business Performance
Employee
Engagement
Predicts employee commitment and discretionary effort
Performance
Excellence
Identifies enablers or barriers to high performance
Strong leader and line manager capability
Continued focus on Performance enablement
Source: IBM High Performance Engagement Model

9. Developing our survey strategy
2012
H1 2014
2011
2013
H2 2014
Transition to IBM Kenexa
Introducing the approach; new tools, processes and data reports.
Embedding the approach
Building continuity; securing buy-in and senior leadership ownership.
Maintaining momentum
Acting on results; using Pulse Survey to track key indices.
Culture and Engagement
“BB4C” & “BtBT” aligned to best bank for customers strategy.
Driving High Performance
Transformational approach - more than ‘just a survey’.

10. Driving behavioural change
Understanding
your results
Sharing results with
your team
Reflect and Act 1 2 3

11. Effective Action Planning
Using resources available via the Survey Portal to strengthen action planning
Survey results indicate what employees are thinking
WHAT
Feedback meetings clarify why colleagues feel the way they do
WHY
Use these insights to determine how you are going to implement changes
HOW
Regularly review activities and promote and celebrate success
REVIEW
Feedback Meeting Agenda
Priority Item Analysis
Action
Planning

12. What continuous conversation might look like
2018
2017
Q1: Annual Survey
Evolve and augment
LISTEN
ANALYZE
ACT
Poll
(as needed)
Pulse 1
Conversation in Preview
Purpose and design
Understand climate
Q1: Annual Survey
LISTEN
ANALYZE
ACT
Poll
Short, ad-hoc
Consider targeted samples
Pulse 1
Deep dive on priority areas
Poll
(as needed)
Pulse 2
Deep dive plus progress check
Poll
(as needed)
Pulse 3
Employee driven; unique items
Conversation in Review
Summary of insights
Discussed with Executives

13. Remember that a conversation is not just about listening
Talent Insights:
Employee Voice:

14. Analyze and Act
Segmentation Analysis
Prediction and recommendations

15. Thank you