Presenting

case Study
Nasra Muneer & Erum Sabahat
BM - BM - 25496
IBT Gulshan campus
Submitted to: Sir Asif
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. This
combination created one of the UKs largest providers of
life, pensions and unit trust products.


Vision

The Lloyds TSB vision is to be the best
financial services organization in the UK
and overseas.
Business Model of LTSB

The 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.
Road Map
This case study break up in 5 sections:

SECTION 01 Overview
SECTION 02 The talent dimensions
SECTION 03 Areas of good practice
SECTION 04 Areas for further consideration
SECTION 05 Fictitious narrative

Organizational Hierarchy

The Lloyds TSB Group employs 63,000 staff, across the
Group Centre and its four divisions:

UK Retail Banking
Insurance and Investments
Wholesale and
International Banking, and Group IT and Operations.

Section - 1

Overview













Organization Strategy

The organization has a three phase strategy in order to
move towards its vision:

Phase 1 focus on core markets
Phase 2 build customer franchises
Phase 3 expand from strength
The Talent Challenge
Having established the quality of earnings by
successfully focusing on core business activities, the
business has moved into phase 2 of its strategy
which is aimed at deepening customer relationships
and becoming the number 1 UK bank.
Talent defined
The Talent is defined as a factor of performance
(current), potential (future) and behaviour
(capability).
Purpose of Talent Management
Right people, right place, right time, right skills/capabilities.
The Talent Management process of Lloyds TSB is
currently enabled & divisionally applied. Core
components of the process include:
Career Path
People Review
Development - Oriented Talent Pools


Talent Management Process
The Career Path Process
The Career Path process is design to be an open
process of conversation about aspirations and
potential in the context of the business now and in
the future.
The Career Path Process
The key drivers for making talent visible within the bank
are succession, mobility and development. In support of
these imperatives, Lloyds TSB has implemented two key
processes in the last four years aimed at providing
overviews of talent requirements and talent available
across the Group and Divisions.
The People Review process was initiated in 2003 by Eric
Daniels and the Talent Dashboard was implemented in
2007.
The Group Talent Dashboard provides an oversight of
succession for senior and key roles, talent pools,
leadership and key functional capabilities.

Talent Pools
Talent pools are national or specific groupings of
individuals assessed as having the potential to
progress.
The Key Talent Pools
Lloyds TSB operates a number of talent pools specific
needs at group, divisional or business unit level.

-The Graduate Talent Pool
-Group Operations Leadership Developing Programme

Development Oriented Talent Pools
TELENT DIEMENTIONS
Dimension 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 path
Dimension 8: Development focus
Dimension 9: Support
Dimension 10: Influence on career
Dimension 11: Connected conversations
Dimension 12: Organizational values
Dimension 13: Risk
Dimension 14: Performance management
Dimension 15: Talent management processes
Dimension 16: Use of technology
Dimension 17: Systems flexibility
Dimension 18: Ownership of talent
Section - 2


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 reinforce
the 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


Areas for further consideration
Growth versus consolidation
Managing the culture through rapid growth
Setting boundaries between people
development/performance management and talent
management strategies.
Pacing the career of high potentials
Segmenting talent
Individual or role competencies.
Managing turnover
Identifying potential versus promotability.
Diversity monitoring.
Section - 4


Fictitious narrative

Section - 5