Human‐capital measuring at the Royal Bank of Scotland

Richard Donkin (Independent journalist, commentator, author and public speaker based in Woking, UK.)

Human Resource Management International Digest

ISSN: 0967-0734

Publication date: 1 December 2005

Abstract

Purpose

The paper's purpose is to highlight the rigour that the Royal Bank of Scotland (RBS) has applied to human‐capital measuring in its employment systems.

Design/methodology/approach

Draws on the author's report for Croner's, Human Capital Management, A Management Report.

Findings

Reveals how the bank links employee data with reward preferences, business productivity and turnover, to provide a rich source of feedback pointing to trends that require management action.

Practical implications

Demonstrates that there are circumstances when the use of bare statistics without explanation or careful analysis could lead to less, rather than more, transparency. Judicious human‐capital reporting requires as much attention to interpretation as it does to the hard data.

Originality/value

Deals with a subject that has received relatively little treatment in the HR literature.

Keywords

Citation

Donkin, R. (2005), "Human‐capital measuring at the Royal Bank of Scotland", Human Resource Management International Digest, Vol. 13 No. 7, pp. 22-24. https://doi.org/10.1108/09670730510627449

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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