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Presenting
case Study
Nasra Muneer & Erum SabahatBM - BM - 25496
IBT Gulshan campus
Submitted to: Sir Asif
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About Lloyds TSB
Lloyds TSB (LTSB) is a leading UK-based financial services
Group whose businesses provide a comprehensive
range of banking and financial services in the UK and
overseas. The Group was formed in 1995 from the
merger of TSB and Lloyds Bank.In June 1999, TSB and Lloyds Bank branches in England.
Branches in Scotland came under the new brand of
Lloyds TSB Scotland, which now has branches stretching
from the Northern Isles to the Mull of Galloway.
Scottish Widows joined the Group on 3 March 2000. Thiscombination created one of the UKs largest providers of
life, pensions and unit trust products.
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Vision
The Lloyds TSB vision is to be the best
financial services organization in the UKand overseas.
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BusinessModel of LTSBThe organization's business model is based on
building long-lasting relationships with
customers, meeting more of their financial
needs and thereby generating sustainable,
high quality earnings growth. One of the
cornerstones of the business model is engaging
staff, as this is seen as critical to driving
customer satisfaction.
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Road MapThis case study break up in 5 sections:
SECTION 01Overview
SECTION 02The talent dimensions
SECTION 03Areas of good practice
SECTION 04Areas for further consideration
SECTION 05Fictitious narrative
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Organizational Hierarchy
The Lloyds TSB Group employs 63,000 staff, across theGroup Centre and its four divisions:
UK Retail Banking
Insurance and Investments
Wholesale and International Banking, and Group IT and Operations.
Section - 1
Overview
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Organization Strategy
The organization has a three phase strategy in order tomove towards its vision:
Phase 1focus on core markets
Phase 2build customer franchises
Phase 3expand from strength
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The Talent ChallengeHaving established the quality of earnings bysuccessfully focusing on core business activities, thebusiness has moved into phase 2 of its strategywhich is aimed at deepening customer relationshipsand becoming the number 1 UK bank.
Talent defined
The Talent is defined as a factor of performance(current), potential (future) and behaviour
(capability).
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The Career Path ProcessThe Career Path process is design to be an openprocess of conversation about aspirations andpotential in the context of the business now and in
the future.
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The Career Path ProcessThe key drivers for making talent visible within the bankare succession, mobility and development. In support ofthese imperatives, Lloyds TSB has implemented two keyprocesses in the last four years aimed at providing
overviews of talent requirements and talent availableacross the Group and Divisions.The People Review process was initiated in 2003 by EricDaniels and the Talent Dashboard was implemented in2007.The Group Talent Dashboard provides an oversight of
succession for senior and key roles, talent pools,leadership and key functional capabilities.
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Talent PoolsTalent pools are national or specific groupings of
individuals assessed as having the potential toprogress.
The Key Talent Pools
Lloyds TSB operates a number of talent poolsspecificneeds at group, divisional or business unit level.
-The Graduate Talent Pool
-Group Operations Leadership Developing Programme
Development Oriented Talent Pools
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TELENT DIEMENTIONSDimension 1: Size of talent pool
Dimension 2: Entry criteria
Dimension 3: Decision process
Dimension 4: Permanency of definition
Dimension 5: Recruitment as a source of talent
Dimension 6: Transparency
Dimension 7: Development pathDimension 8: Development focus
Dimension 9: Support
Dimension 10: Influence on career
Dimension 11: Connected conversations
Dimension 12: Organizational values
Dimension 13: RiskDimension 14: Performance management
Dimension 15: Talent management processes
Dimension 16: Use of technology
Dimension 17: Systems flexibility
Dimension 18: Ownership of talent
Section - 2
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Areas of good practice expansion programme
The brand, values and philosophy of talent
Talent management informs all the companys people-based
processes for all staff.
perceived both as a strategy for growth and the means to reinforcethe companys
gives clear guidance to employees about what they need to do to
develop themselves and gain their next promotion.
Talent management is set in the context of competency-based
training and development
Section - 3
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Areas for further consideration Growth versus consolidation
Managing the culture through rapid growth
Setting boundaries between people
development/performance management and talentmanagement strategies.
Pacing the career of highpotentials
Segmenting talent
Individual or role competencies.
Managing turnover
Identifying potential versus promotability.
Diversity monitoring.
Section - 4
i
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Fictitious narrative
Section - 5
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