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Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (B)

Reference: SGSB-HR44B-E
Number of pages: 3
Geographic Setting: Canada
Publication Date: Oct 11, 2017
Source: Stanford Graduate School of Business (USA)
Type of Document: Case
Industry Setting: banking

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Description

This is the follow up case to “Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A).” This (B) case presents the results of the company’s two major people analytics projects, which are described in the (A) case. The first project used data to identify empirically the traits of great managers and subsequently identify who might or might not be a great manager. This enabled RBC to help those managers who could benefit from coaching or other types of interventions. The second project used both internal and customer data to diagnose whether any specific branch, region, or product innovation was not doing as well as it could be—and why not.

Keywords

Analytics banking Career advancement Change management Compensation corporate culture Human Resources Management Strategy transformation