TEST THE ‘STRENGTH’ OF

YOUR GRADUATE DEVELOPMENT

HOW TO ALIGN GRADUATE AND LINE MANAGER STRENGTHS AND NEEDS WITH BUSINESS STRATEGY

Francesca Campalani & Emma Trenier

OVERVIEW

1. How Lloyds Banking Group have developed an early talent strategy that aligns with business needs - and how you might increase the business alignment of your own strategy

2. How gamification can reach graduates

3. How to identify the strengths of your graduates and strengthen both their individual and organisational identities

2

STRATEGY: FRAN WITH EMMA

WHAT DOES LBG STAND FOR?

4

• Our Purpose is to help Britain prosper

• Our Vision is to be the best bank for Customers

• Our Strategy is

Creating the best customer experience

Becoming simpler and more efficient

Delivering sustainable growth

We’ll achieve all this by building the BEST TEAM

• Our Values are

HOW DO WE TELL THIS STORY

TO OUR PEOPLE?

5

“A role that matters” To play a

part

To make a difference

• Help Britain prosper

• Best bank for Customers

• We’ll achieve all this by building the BEST TEAM

WHO

ARE OUR

PEOPLE?

6

WHERE ARE OUR PEOPLE, INSIDE

AND OUTSIDE LLOYDS?

Intermediate

(Grade C/D)

Foundations

(Grade A/B)

School to Work

Employability

Mgmt Traineeship

(Grade D to E)

Leadership

(Grade E+)

Work Experience

Entry level Interns / IP Graduates

Leadership Talent Pools

From Recruitment strengths

to LBG Behaviours and Culture

Apprentices / School Leavers

7

FROM RECRUITMENT STRENGTHS TO LBG

BEHAVIOURS AND CULTURE

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Cultu

ral F

it

Le

ad

ers

hip

Cap

ab

ilitie

s

Performance

Do it well

Energy

Feel Good doing it

(enjoy)

Use

Doing it frequently

(comes naturally)

Skills,

Knowledge &

Experience

Strengths… A B

C

D

BUILDING THE BEST BANK & TEAM

1 2

3 4

5 6 7

8 9

2014 1. Induction: Best Bank

for Customers (Sep) 2. The Leader in You

(Dec/Jan)

2015 3. Responsible Business Challenge (11th Feb) 4. The Customer in Me (May) 5. Innovation Challenge Celebration (Oct) 6. Engaging Hearts & Minds (Nov)

2016 7. Meaningful Career

Conversations (Mar) 8. Innovation Jam (May) 9. Graduation (Jul/Aug)

9

A

Att & Sel

DELIVERY APPROACH: GAMIFICATION

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1. Social

2. Joy

3. Levels

4. Prizes

Aim for the company

of Immortals. David Ogilvy

To “bake” the Best team, you will need 5 simple ingredients 1. People with the LBGiness and a leadership long-term potential (thought and people)

2. A network of support and strong leadership role models

3. A development story, not a set of interventions: Gamification

4. A culture of innovation and continuous improvement

5. An obsession for Customers developed on the job. Always. Anywhere. At any cost.

Mix all ingredients, set the business at the right temperature, bake on the JOB and enjoy hot

Levels of Leadership in Action

Levels of Leadership Levels of Personal Leadership

2 3 4

5 7 6

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The Leader in You

Meaningful Career Conversations

Responsible Business Challenge

Innovation Challenge

The Innovation Jam

The Customer in Me

Engaging Hearts & Minds

BUILDING THE BEST TEAM RECIPE 11

Social ~ Joy ~ Levels ~ Prize

EARLY RESULTS

1. Awesome feedback from participants (apprentices, graduates and line managers)

2. Early adoption of the newly launched Colleague Identity that supports performance and Talent management at LBG

3. Interest from business to adopt same development journey

TEST YOUR STRATEGY

1. Is your L&D offering supporting your strategy? How?

2. Are line managers involved? How?

3. How well do you currently build the opportunity to build networks and social relationships into your graduate (or apprentice) programme?

4. How joyful and fun are your development interventions?

5. Have you got prizes for success?

Give yourself a score for Strategy! (1-5)

TEST YOUR STRATEGY

• How did you do?

• If you scored 25 please stand!!

• Time to learn from the best....

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STRENGTHS: EMMA WITH FRAN

Supported by

WHAT DEFINES A STRENGTH?

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Performance – you do it well

Energy – you enjoy doing it

Use – you demonstrate using the strength often (inside or outside of work)

Performance Energy Use

65% of graduates would take a job where they can use their strengths

over a job with higher pay

Supported by

BUSINESS DRIVERS FOR STRENGTHS

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Attraction and

market

differentiation

Assessing

and

Developing

individual

potential

Reward,

recognition,

and

engagement

Diversity

Help talent

prosper (even

if not selected

for a job)

Supported by

STRENGTHS SPOTTING

Let’s try it…

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Talk about something you enjoy doing at work for 2

minutes

The other person

carefully observes and takes notes

Swap over and repeat

Talk about something you find draining at work for 2

minutes

The other person

carefully observes and takes notes

Swap over and repeat

Supported by

STRENGTHS SPOTTING

What did you notice?

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Weaknesses... Anxious Drained Agitated

Withdrawn Inauthentic

Strengths... Passionate

Focused Animated Detailed Relaxed

Supported by

YOUR STRENGTHS

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What are YOUR strengths as a development

professional?

Supported by

THE STRENGTHS JOURNEY FOR

EMERGING TALENT

21

21

Assessed

with online

assessment

and at

Innovation

Lab (interview

and AC)

Developed

throughout

the Graduate

Journey

12 strengths

Identified

through

Success

Analysis

Discussed

with manager

to inform

development

plan

Strengths

feedback as

part of Leader

in You

workshop

Supported by

THE STRENGTHS JOURNEY FOR

EMERGING TALENT

22

22

Strengths

feedback as

part of Leader

in You

workshop

Supported by

EXAMPLE: STRENGTHS FEEDBACK

23

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1. Each individual receives a rich development feedback report- including personal and career development suggestions on top three and bottom three strengths

2. Pre- work to Leader in You workshop- share with manager, colleagues and friends and ask for their feedback

3. At Leader in You workshop- coaching pairs discuss top strengths and how they can be used at work (quick wins and development plan)

Supported by

EXAMPLE: STRENGTHS AND IDENTITY

The Leader in You workshop focused on:

1. Developing a strong identity by understanding strengths and where to use them

2. Demonstrating the Colleague Identity through adopting new behaviours and using strengths

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79% of apprentices and 69% of graduates

know how to apply the Colleague Identity back at work

75% of apprentices and 67% of graduates have a

BETTER understanding of their strengths and how to use them at work

Supported by

THE STRENGTHS JOURNEY FOR

EMERGING TALENT

25

25

Discussed

with manager

to inform

development

plan

Supported by

EXAMPLE: MANAGER CONVERSATION

1. Graduates and apprentices are encouraged to share their strengths profile with their manager

2. Managers are invited to watch a webinar to introduce them to the graduate journey and their role in developing potential

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97% of managers have spoken to their graduate

or apprentice about their strengths

96% of managers say that understanding their graduate or

apprentices strengths has informed their management approach

93% have helped their graduate or apprentice create a development plan

Supported by

THIS IS GREAT NEWS BECAUSE....

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Emphasis on Performance

Weakness

26.8%

Emphasis on Performance

Strengths

36.4% (CLC, 2002; n = 19,187)

Impact on performance

TEST YOUR STRENGTHS FOCUS

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1. Do you assess your graduate’s strengths as part of their recruitment or on –boarding process?

2. Do you provide your graduates with the support to understand and know how to use their strengths in their role/ future career?

3. Do your managers know how to talk about individual strengths and development with their graduates?

Give yourself a score for Strengths focus! (1-5)

TEST THE ‘STRENGTH’ OF YOUR

GRADUATE DEVELOPMENT

• How did you do?

• If you scored 15 please stand!!

• Time to learn from the best....

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YOUR GRADUATE DEVELOPMENT: HOW DID YOU DO?

FINAL THOUGHTS FROM US

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Strengthen your Strategy & Gamification by....

1. Solving a real Business Challenge: the enemy or the prize

2. Telling a story about a dream, a place, a hero, the allies and the journey

3. Involving all of the change game players (from HR to Business to Line Managers)

Increase your Strengths focus by....

1. Providing every graduate with strengths feedback (post recruitment OR strengths assessment)

2. Equipping managers to talk about graduate/ apprentice strengths

3. Allowing graduates to select placements / rotations / opportunities on basis of strengths together with ‘development need’

THANK YOU

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Francesca.Campalani@lloydsbanking.com

Emma.trenier@capp.co

Or connect with us via Linkedin or Twitter

@LBGTalent @fcampalani

@Capp_Co @emmatrenier