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“HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material

“HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material. Background. Context HSBC is one of the world's largest and most complex banking and financial services organisations .

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“HSBC – BUILDING A GLOBAL COMMUNITY” Supporting material

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  1. “HSBC – BUILDING A GLOBAL COMMUNITY”Supporting material PUBLIC

  2. Background Context HSBC is one of the world's largest and most complex banking and financial services organisations. With offices in established and faster-growing markets, the aim of the Group is to be where the growth is, connecting customers to opportunities, enabling businesses to thrive and economies to prosper. In 2011, new CEO Stuart Gulliver, set an ambitious new direction for the business, simplifying its structure and refocusing its strategy. A root and branch re-organisation saw the formation of 4 global businesses and supporting functions. That meant significant change for all 261,000 employees. Europe 74,000 Asia Pacific 114,000 North America 23,000 Middle East 8,000 • 267,000 employees • 6,600 offices • 81 countries & territories • 4 global businesses & 10 global functions Latin America 48,000 PUBLIC

  3. HSBC NOWSupporting material PUBLIC

  4. Method deployed – Intranet hero bannersGlobal access Each programme is promoted via a hero banner on the global intranet homepage PUBLIC

  5. Method deployed – HSBC NOW landing page A dedicated hub for HSBC NOW Tell Us NOW – area where employees can submit their stories, provide feedback and pursue presenting opportunities Main programme media player Programmed is subtitled in 7 different languages Employees can ‘snack’ on chapters within each episode Employees can select most popular content in the featured playlist PUBLIC

  6. Method deployed – Campaigns and competitionsDrive viewers to the program Employees are offered the chance to participate in some of HSBC's biggest sponsorship activities including major sporting events. This not only drives employees to the programme and builds awareness through word-of-mouth, it also helps employees engage with the brand. PUBLIC

  7. Outcomes – HSBC NOW stories from around the world Where our stories came from in 2012 Greece Switzerland UK Turkey China Canada Jersey Japan Kuwait USA Singapore UAE Mexico Indonesia France Malaysia Brazil Libya Australia Argentina Egypt India PUBLIC

  8. Outcomes – What impact is HSBC NOW having on engagement? Sense of global community and advocacy are boosted the most by watching HSBC NOW Detailed feedback on HSBC NOW Seven in ten feel more connected to HSBC after watching HSBC NOW Advocacy Recommend HSBC products and services to friends and family members 15 15 point uplift point uplift 85% 81% 81% 85% think that duration is about right trust the content feel that the content is relevant to them found the content clear Community Feel part of one global HSBC community How people are watching HSBC NOW… Opportunities to increase viewing… HSBC NOW at home A large proportion of employees have access to the internet at home, have watched TV/YouTube online at home, and would be willing to watch HSBC TV programmes via the internet at home 8% 78% Watched as part of a team meeting 8% Watched on a plasma screen at work 94% 67% 65% would be prepared to watch HSBC NOW on internet at home watch TV online at home have internet access at home 3% Watch HSBC NOW on the intranet at their desk Watched at a town hall meeting PUBLIC

  9. Kudos on launchingsuch a great and useful initiative. I am impressed by the quality of the production, and appreciate the effort being made by the Group to bring its many employees together I think this programme is a great idea. Having viewed it, I feel truly joined up and more aware of what is happening across the group –it also reiterates that no matter what territory you work in we are all going in the same direction I feel connected in a global way, this website is amazingly powerful in the message it delivers. It fits perfectly with our strategy and gives it life in a unique way With this programme we can see that all around the world HSBC employeeshave similar problems and we can exchange global lessons learned I’ve been waiting a long time for a communication linked to the news in the world. I felt like HSBC was not part of the real world Good balance between business related topics. It really helps to understand the Group's approach to these subjects The quality is good and the content fantastic. It makes me feel closer to the brand Outcomes – The feedbacktells us that HSBC NOW really is connecting people… Definitely provided a sense of a global community, segments were short and focused Thank you for having the Thailand flood report. I feel we are part of a supportive global community I like the humanity with which it was delivered. Not too much preaching, just informative and personable PUBLIC

  10. The future of HSBC NOWWe will launch on YouTube in May 2013, followed by smartphone apps later in the year External access allows HSBC NOW to remain relevant, accessible and truly global PUBLIC

  11. HSBC EXCHANGESupporting material PUBLIC

  12. Objective The Communications Team felt that a move to a more facilitative approach to communication would help to motivate and engage employees through the change. Based on the simple principle that if someone is worth talking to, they are worth listening to, they wanted the employee to be at the centre of this new approach. They wanted to give them the opportunity to speak out and be heard but also support managers in doing this. They chose to do this through a globally consistent team meeting which became known as Exchange. “Exchange is a recognition of human nature – the need to talk about what matters to us directly. Too often, organisations constrain this most basic of needs with surveys, structures and hierarchies that prevent people from having a conversation.” Pierre Goad, co-Head of Global Communications PUBLIC

  13. Strategy What is Exchange? Traditionally team meetings in HSBC are led by a manager with agendas and action points. Exchange turns that on its head. Exchange meetings are led by employees who talk about whatever is on their mind from the coffee in the canteen to the latest issues affecting their business. Managers are asked to encourage participation from everyone and above all, to listen. After the meeting, they record the topics discussed and sentiment expressed on a portal. This aggregates the Exchanges right across the globe to provide a picture of what is on employees’ minds in their terms. By formalizing and recording these conversations HSBC is cementing the importance of the employee voice but also providing the kind of insight that surveys and feedback channels simply cannot. By not having an agenda, employees talk about the issues that are important to them. The value is felt locally as teams are having conversations they might not normally have – in an open and honest forum with their colleagues – but also globally with valuable insight for the leadership of the Group to support their decision making for the business as a whole. “There were so many events that had taken place over the last couple of years. They all had impact on our lives and hence it was more relevant that this forum provided the opportunity to discuss them.” Participant feedback PUBLIC

  14. StrategyHow does it work? Every manager is asked to run an Exchange. Rather than having a fixed agenda led by the manager, there is no agenda. The managers listen and record the themes discussed and how people felt about them 2 The manager then records basic information like the number of attendees and then describes the key topics discussed and how people felt about those topics 3 The output of all Exchanges is collated into a single report for the CEO and Board highlighting what is on the minds of employees across HSBC 1 PUBLIC

  15. Reporting • The insights gathered from every Exchange are brought together in a quarterly report for the CEO. • At a basic level, it highlights the major issues on the minds of employees but also shows: • The relationship they perceive between issues e.g. bureaucracy and customer service or organisational change and career development • Horizon issues that might not be major now but may be ‘bubbling under’ • Consistent themes with detailed analysis behind each one • This gives the CEO a clear view of what is on the minds of employees. Positive sentiment Neutral sentiment Negative sentiment Within the ‘cloud’ words that are close together in location and size reflect those with a causal relationship Top 5 topics discussed Key meeting metrics PUBLIC

  16. Method deployed • Although Exchange is led by employees, getting managers comfortable with running a session was key to the project working. Therefore, much of the communications effort was designed to address their concerns. • The team used a series of tactics; from in-depth managers’ guides to WebEx calls with local managers and communicators, to introduce Exchange and discuss insights from a regional pilot. • Main outputs • Campaign materials: Posters, video and online materials translated into 8 languages • WebEx calls with managers and local communicators to help address concerns, build understanding, and brief managers on how to run a good Exchange • Managers’ and communicators’ guides • Online portal for managers to record the discussion • Reporting and analysis at a Group and Regional level PUBLIC

  17. Method deployed Manager and CommunicatorToolkits and Guides Communicators WebEx Online materials PUBLIC

  18. “There were so many events that had taken place over the last couple of years. They all had impact on our lives and hence it was more relevant that this forum provided us the opportunity to discuss them.” “[Exchange] allowed for some interesting perspectives to be shared from colleagues who do not always voice their opinions.” “The fact that my opinion is valued and could impact the top management decisions, gives me the feeling that I am truly a stock holder.” OutcomesParticipant feedback • Exchange is an on-going activity – over 24,000 employees have attended and experienced an HSBC Exchange meeting in just 3 months. • From over 1,000 participants surveyed after participating in Exchange sessions: • Managers • 95% said they had a positive experience of the meeting • 88% said it provided them with new insights on the thoughts and feelings of the people in their teams • 95% said they would recommend running an Exchange to their peers • Employees • 86% felt it gave them the opportunity to speak honestly • 85% felt it helped them better understand the perspectives of their colleagues • 88% said they would recommend attending a meeting to their colleagues “I had the opportunity to listen to alternate perspectives from my colleagues and the meeting generally improved bonding within the team.” PUBLIC

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