Post Merger Organisational Development, Lloyds TSB (Europe)
Client Issue: By the early 1990s, Lloyds Bank had offices in 30 countries, from Argentina to the US. In New Zealand, an already commanding presence as the National Bank of New Zealand was further strengthened by the 1994 take-over of the Rural Bank, making it the leading provider of agricultural finance. In 1995, Cheltenham & Gloucester (C&G) joined the Lloyds Bank Group & later merged with TSB Group to form Lloyds TSB Group plc. By the late 1990s the company had come through an enormous period of change & staff were still settling down with the newly merged culture. HR were keen to help people take more responsibility for their own development linked into the companies competency framework.
Solution: When it comes to careers with LloydsTSB, they understand that giving staff a choice of development opportunities is really important, along with flexible working practices & an innovative benefits scheme. Their HR team were already working hard to provide for a huge range of opportunities for staff, from those with local part-time work & senior managers with wider international career opportunities.
Lloyds TSB value people from all backgrounds, experiences & walks of life. They asked us to tailor some personal development programs; facilitate a ‘Champions Day’ with in-house consultants; help one of the OD managers who was driving an organisational values project to get more staff buy-in; helped HR to integrate a number of other quality initiatives into their work program; assist with some job profiling workshops for a radical HR restructuring project (following redundancies); & finally design & deliver some MBTI workshops.
Outcome: All of the above were well evaluated & integrated with their mainstream development programs.