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Lloyds Banking Group Development Solution

Emerging Leaders Learning Journey

LBG needed a development programme aligned to their internal organisational framework, as a strategy for becoming the Best Bank and Helping Britain Prosper.

Challenge

Lloyds Banking Group's (LBG) vision is to become the Best Bank for Customers which means being the best bank for families, for businesses, for people, for investors, and for communities. The Emerging Talent strategy supports the overall Group strategy by recruiting graduates whose values are aligned with their vision and purpose, and by giving them the tools and support to succeed.

LBG wanted to build an Emerging Leader development journey based on the behavioural framework adopted across the whole organisation, known as the Group Behaviours (previously known as the Colleague Identity). This behavioural framework outlines how they interact with customers and colleagues and therefore how they become the Best Bank for Customers.

Approach

This was achieved through six foundation programmes that were designed and delivered from the point of onboarding through to transitioning on from the graduate programme, spanning a two year period.

These programmes are based on leveraging each aspect of the Colleague Identity/Group Behaviours and include:

  • Graduate Induction
  • Customer in Me
  • Understanding Yourself
  • Engaging Hearts and Minds
  • Innovation Challenge
  • Meaningful Career Conversations
 

The development initiatives all have input from senior leaders in the organisation who share their insight into becoming a successful leader within our organisation. This is either in the form of videos or as speakers at the events. The graduate development journey starts with the Induction where members of our GEC and our CEO talk through our strategy to become Best Bank for Customers and Helping Britain Prosper. This sets the foundations for a strong understanding of the organisation and establishing strong engagement in being part of it.

In designing the development solutions, we engage with specific stakeholders to help shape the content. For each development initiative, we issue a briefing for the line managers so they know what to expect and can support the graduate through their development.

Impact

Over 1,600 graduates and 200 apprentices have been through the Emerging Leader journey over the last 4 years. An evaluation has been conducted following every learning intervention. Results from these evaluations have shown that:

  • 96% of managers say that understanding their graduates’ strengths has informed their management approach
  • 100% of graduates agreed the programmes have enabled them to apply their learning at work
  • 96% of graduates agreed they have a good understanding of how to put customers first, regardless of which business function they represented
  • 97% of graduates agreed that they understand which leadership styles are useful in different situations
  • 81% of graduates felt confident in applying influencing techniques when faced with leadership challenges
  • 85% of graduates felt confident in increasing their leadership effectiveness as a result of the development programmes
  • 97% of graduates agreed they have a better understanding of how to create a positive impact at work
  • 94% agreed that they will be more effective at work as a result of the learning initiatives

Awards

Winners

  • Innovation in Business-Led Development – AGR Development Awards, 2016

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