Our clients

Lloyds Banking Group

The acquisition of HBOS by Lloyds TSB in 2009 to form Lloyds Banking Group created the largest retail bank in the UK, employing c 100k people and carrying out c 15,000 hires per year. The implementation of a radical resourcing change programme was one element of the on-going organisational restructure of the bank following the acquisition, which began in particularly challenging economic circumstances. Labour market skills shortages, increasing competition for talent, greater regulatory pressures imposed by the government and further scrutiny by the media and consumers, made the creation of a transformational resourcing change programme vital for successful integration.

Internal resourcing

  • High spend on permanent recruitment with limited means to measure success

  • High spend on recruitment advertising with limited Management Information to demonstrate success

  • Inconsistent candidate experience

  • An imbalance in the level of direct and in-direct hires

  • Duplication of resource across Lloyds Banking Group Resourcing

  • Lack of central performance measures and service levels

  • No joined-up approach to resource planning and hiring from temporary labour to executive recruitment

  • No consistent employer brand

  • No consistent set of tools and guidelines

The approach

These factors highlighted the need for a radical change in resourcing methodology to create a single, cohesive approach that would improve quality of hire, efficiency and make substantial cost savings. The new resourcing approach had to act as a key enabler of both organisational change and organisational performance, with the core purpose of providing the Group with the right workforce to build enduring relationships with its customers. Impacting all four business divisions across the Group and two major support functions, the programme had a broad remit, encompassing people practices and behaviours, the creation of a resourcing operating model, process changes and new technology.

A key principle of the programme was to look for innovative ways of implementing change. As a result, the Group deliberately chose to use a number of smaller external consultants and third party suppliers rather than a large generic consultancy which may have led to the implementation of stock solutions that simply replicated other change programmes across the industry.

With this approach in mind, Lloyds Banking Group engaged Independent as part of the group change team focussed specifically on building the required organisational design and model for the transformed resourcing function.

Resourcing achievements – creating "a brilliant hiring experience"

  • Independent worked collaboratively with the Group to transform the operating structure, define resourcing roles and increase the pace of change. This included leading change within the Wholesale division of the bank, which employs over 18,000 people. With sponsorship from the Group Resourcing Director this acted as a pilot for the operating model and the successes achieved helped drive transformational change across all the divisions.

  • Lloyds Banking Group's new Resourcing Operating Model was defined and phased-in throughout 2010 and into 2011. Under the system, divisional resourcing teams operate in a business partnering capacity with volume recruitment taking place centrally. This allows the divisional resourcing teams to focus on consultancy, workforce planning and thought leadership.

  • The creation of two Centre of Excellence Teams; one defining group policy and practice and the other defining the group approach to branding and attraction. Both teams are tasked with providing guidance and support to the divisional resourcing teams. The Centre of Excellence also includes Recruitment Operations which is structured to deal with group-wide volume recruitment and drive best practice in terms of employment vetting, referencing and speed to hire.

  • Process simplification, quality improvements and financial benefits achieved without compromising the end-to-end process. Following a critical review of current temporary resource management, Lloyds Banking Group launched the Lloyds Temporary Resourcing system which succeeded in simplifying the process and substantially improving efficiency for hiring managers. Critically, the number of separate suppliers was also reduced from 221 to a single, dedicated sourcing partner, resulting in substantial cost savings.

  • Intelligent use of technology. This began with the launch of a new careers website: www.lloydsbankinggroup-careers.com This incorporated the various organisational brands in order to drive a single, transparent hiring message and experience for all candidates. Receiving over 225,000 visits in the first three months alone, it was the first time the newly merged organisation had been viewed as a single entity with a single employer brand.

  • Introduction of a workforce planning toolkit, allowing key internal users to access tools and templates via the web to assist in workforce planning delivery. The tools have enhanced consistency and professionalism across the Group and include regional forecasting maps, overall manpower plans and templates, market intelligence reports and trend analysis information.

  • Consistent communication, training and embedding. Responsibility for this was channelled through a Resourcing Steering Group which included, amongst others, the Group Resourcing Director and the Divisional Heads of Resourcing. This allowed for a strategic as well as localised plan of action. Multiple approaches were adopted, from Group wide communication via the Group intranet, to localised campaigns via dedicated Divisional Implementation Partners who took the broad messages and translated them to Divisional styles and methodologies.