HSBC Talent Management Strategy Analysis

This assignment requires a comprehensive analysis of HSBC's talent management strategy, with a focus on employee growth opportunities in emerging markets and the bank's global HR practices. Students should utilize the provided references to draw insights and critically evaluate HSBC's approach to attracting, retaining, and developing talented employees.

PORTFOLIO

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
Strategic Plans of HSBC........................................................................................................1
Regulatory Acts performed at HSBC.....................................................................................3
Environmental Factors affecting HRM practices...................................................................4
Analysis of Core position of CRM at HSBC..........................................................................5
Recommendations..................................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Every organisation works to benefit its employees and shareholders. Managing talent is
another perspective of business organizations which is being adopted in the United Kingdom.
Talent management helps in formulating business strategies and their implementation for the
successful working of organizations. It begins with the process of recruiting till employee is
selected for a particular job.
Hongkong and Shanghai Banking Corporation is formally known as HSBC which is
amongst ten top banks of the United Kingdom found in the year 1865. The bank focuses on
talent management for retaining excellent and talented workers in organisation at all levels.
Managers and leaders are continuously focusing on developing strategies to retain, train and
attract employees to work for the organisation thereby fulfilling their desires. The official,
organisational website states that they have exceptional training programmes as well as a global
talent management strategy.
TASK
Strategic Plans of HSBC
Company focuses on the management of personnel based on strategies regarding talent
management. The organization has a global management plan where they offer employees a list
of general talent management practices from which they choose the one they are best at.
Company focuses on two main strategies which include increase in investment of retail business
and enhance its international network base. The organization's policies based on recruitment,
selection, performance management, reward, training and development are critically done by the
managers to evaluate talent amongst employees and provide right job to the right candidate
(HSBC group, 2018).
Recruitment
In general term, recruitment refers to various practices carried out by business firm so as
to identify talented prospects for the organization. The recruitment process at HSBC includes
submission of online CV which is then evaluated by human resource personnel and potential
candidates are invited for the ability test (HSBC Holdings plc, 2017). HSBC at the end of 2017
has a total of three lac employees working full-time and part-time for the banking sector. At the
bank, employees are encouraged to perform at their level best so as to fulfill customer’s needs.
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By using talent management strategy, organization focuses on recruiting best talent for the bank
rather than recruiting a candidate for a particular position. In other words, it is known as a talent
pool strategy. Bank emphasizes on positioning roles with workers rather than aligning workers
with the particular job.
Selection
The recruitment process is then continued with selection process. All prosperous people
cleared at ability test are then called for an interview which is directed towards candidates
abilities and skills needed for the job (Boxall and Purcell, 2011). Potential individual ethics,
values and culture should be in line with the banking atmosphere so as to make working a better
experience (HSBC group, 2018). Formal education is not always the best way to judge a person's
talent. This thinking is followed at HSBC. Company follows a strict CSR policy which focuses
on employee engagement. Employees are internal customers who should be retained and their
needs and desires should be fulfilled.
Reward and Performance management
The bank has an effective reward management system which evaluates employee’s
performance and provides appraisal as well as recognition to boost employee’s morale.
Company has a reward system which implies performance based pay and incentives which
encourage employees to perform better and thereby, improving their leaning objectives with
creating a healthy working environment. Linking rewards with the performance enhances team
management at the bank. When employees are rewarded and promoted in their job , they gain a
positive feeling towards the company which motivates him to perform better.
Training and development
The term training is defined as a systematic and planned efforts done by organizations so
as to help workers and people learn the ways to perform jobs. Training and development of
employees is a vital task performed by talent management persons. HSBC focuses on building
talent within organization so as to insist employees to perform at their level best. The emphasis
on training and ability development of people causes HSBC to offer promotions and incentives
for strong performance of employees. Various training programs enhance employees to perform
better. Mangers also provide various coaching and instructions which help employees achieve
organization goals and objectives.
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Regulatory Acts performed at HSBC
Equality and diversity policy
The organization incorporates Equality Act 2010 which protects employees from any
kind of discrimination at workplace. Any sort of misbehave on basis of sex, race or disability by
the employer is punishable under law with fine and imprisonment. The bank focuses on diversity
inclusion by bringing various people and cultures together under one roof as they believe that
diversity brings in benefits for company. HSBC follows practices which include bringing in
various communities so as to meet the needs of customers in the best possible ways. The
organization focuses on different ideas and perspectives which help to innovate, manage risk and
grow business in a sustainable way. Company believes that a wide and diverse manpower is vital
for a successful enterprise. The purpose behind HSBC's equality and diversity policy point
towards employment of people from diverse cultures which reflect various customers the
company is engaged with.. Secondly, company focuses on fostering a culture where employees
are respected and valued. The approach behind equality and diversity at HSBC is to diversify the
thought process to intensify people agility, innovation and risk management ability. Company
has strict rules and procedures regarding the breach of policies (HSBC Diversity and Inclusion
Policy, 2017).
Health and Safety Policy:
The HSBC group provides a healthy environment which is safe and secure for customers,
employees, directors, contractors and people visiting bank premises. It focuses on ensuring
healthy and safe management practices and legal obligations to be implemented at all segments
and levels of the bank (HSBC Holdings plc, 2017). Every person is expected to create a healthy
and safe working environment for themselves as well as for others and are authorized to report
any concerns. The bank's chief executive officer is entitled to check various health and safety
policies which are being practiced and keeps an eye on flow of information and instruction to
each and every worker. The HSBC group has devised various programs for the workers and
buildings in which they operate globally. The company has provisions for fire extinguishers in
approx 2000 campuses globally and has devised various programs to ensure health and safety
measures. At HSBC, management believes health and safety plays a vital role in functioning of
bank and thus appropriate resources and facilities are provided to ensure employees security.
Employees and workers have given full freedom to report any defects or concerns faced by them
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to the line mangers or directly to the top management team. Every step is being monitored and
assessed by the top level managers so as to keep a close check on the working of the
organization.
(Source: HSBC Holdings plc, 2017)
Anti-Discrimination Policy:
At HSBC workers are responsible for treating their seniors and their subordinates equally
with respect and dignity. It creates an environment free from any discrimination or harassment
regarding disability, color, race, age, gender, religion, pregnancy, sex, or identity etc. The
company will not tolerate any discrimination according to the UK government law against
workers or customers. The company practices equal employment opportunities (EEO) to each
and every person regarding promotions, rewards, training, supervision, information or
instruction, compensation , benefits and other aspects as well. The Company complies with the
federal, state, and local EEO laws and strives to promote a positive workplace free from
unlawful discrimination and harassment. People with disability are protected at HSBC as their
discrimination is prohibited and are given equal respect in each aspect as given to other
employees (Collings and Mellahi, 2009).
Environmental Factors affecting HRM practices.
The company is continuously engaged in growth activities which brings in risk for the
bank. It operates a consistent risk management model at all levels of the organization which
focuses on various processes, systems, programs and monitor the potential risk. The company's
environment comprises of both internal and external factors which are changing all time posing
threats to manage internal working. The company frames policies and procedures based on
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Illustration 1: Health and Safety

different types of risks faced and evaluate them so as to create a healthy working environment.
The company focuses on reducing carbon emission from 3.5 tonnes to 2 tonnes, decline in paper
waste to 70% and reduction of waste by 75% in the coming years. The company is now
reluctant to generate electricity from renewable resources. It has opened various solar and wind
farms for generating renewable electric energy (Berger and Berger, 2010). Various ethical and
environmental codes are being generated for the suppliers so as to perform services ethically. All
these environment practices has made the company to acquire grade A amongst different
organizations. The company is working on sustainable standards thereby creating a equal balance
between social, economic and environmental factors. The various environmental factors such as
waste management, energy savings etc affects the human resource management at HSBC thereby
declining the turnover rate which intact retains talent in organization. The human resource of the
company thus focuses on training and developing employees to work efficiently keeping
environmental standards intact. The key aspect of environmental factors on the human resource
implies:
Compensation:
The human resource management is engaged in determining the amount of compensation
offered to candidates performing ethically and in accordance to the environment. The mangers
should evaluate various parameters so that sound and fair policy is created while internally
compensating workers. The compensation and salaries at HSBC follows equality among
employees working at same levels. The company focuses on additional benefits and rewards to
workers performing ethically.
Legislation:
Both federal and state legislation affects HR practices. It is the prime responsibility of
HR personnel so retain confidentiality of their employees in any situation. At HSBC managers
are given strict instructions to safeguard the personal data of employees. HR professionals at
HSBC stay abreast of legislation and train managers on their roles and responsibilities towards
employees and others (Collings and Mellahi, 2009).
Analysis of Core position of CRM at HSBC.
Job Description:
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Job description is a written document which includes specific details about a particular
job. Customer relationship manager is a person who knows and values customer and his/her
needs and desires (Shi and Pamer, 2011). The job description of CRM includes:
JOB DESCRIPTION
Job title: CRM officer
Place of work: London Department/ Unit: Planning resources and
digital communication
Working hours: Full time Salary range: Not Disclosed
Description of the company: To provide banking facilities for meeting needs and dreams. To
safeguard employees, customers, contractors view
Qualification: Interpersonal skills and customer focused
Understanding of banking products and services
Knowledge about online banking systems
Fluent in spoken and written English language
Key customers: Retail customers, Business entities and small clients
Reports to: Chairman Supervisors:
Work with: Human resource department Size of the work team: 2-5
Job Purpose: Maintain HSBC internal control standards
Listen and resolve various grievances of employees
Determine level of compliance and regulations
Review documentation
Duties and responsibilities:Deliver quality and efficient service to customers
Assist customers so as to ensure smooth functioning
Preparation of monthly reports
Coordinate with internal departments
Person Specification:
Essentials Desirable
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Skills Management of work and
projects in a fastest way
possible
Exclusive Problem solving
skills
Exceptional communication
skills both written and verbal
Knowledge Knowledge regarding CRM
systems and its working
Information regarding the
storage, retention and
extraction of Data
Educated and Experience to
analyze subject matter
Experience Great in managing CRM
system specifically MS
dynamics
Critical analysis of business
processes, systems and
problems
Attitudes Friendly and collaborating
attitude towards employees
and customers
Positive attitude towards third
party interaction
Recruitment channels
:
The HSBC group while recruiting for the post of CRM focuses on job advertisement
through online channels, newspapers and magazines. The process undertaken includes following
steps
 Online CV: Interested candidates for the position of CRM are allowed to submit online
forms including their CV to the website or email provided on the companies site. The HR
manger at HSBC goes through all the CV received and measure them one by one based
on skills and attitude required for the post.
 Evaluation of Application: The various CV received are then evaluated and rejected
according to the desired skills needed by management team. Evaluation of application is
a crucial and time consuming process done by the human resource mangers.
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 Test of Ability: The mangers then called the potential candidates for an aptitude test
based on numerical, verbal, English and psychometric fields and the best amongst them
are send to the next stage for further evaluation.
Selection methods
:
The selection process of HSBC involves selecting the best candidate from the pool of
talent available. It is a negative factor as it eliminates applications of unqualified candidates so as
to identify the best prospect for the CRM job.
 Interview based on competencies: The bank personnel now involves in taking
interviews either telephonic, video or face-to-face. These interviews are based on
essential capabilities amongst employees which are needed by organization to perform
the job of CRM (Ash and Connell, 2013).
 Job offer: The last and final stage of selection process is offering of the job and deciding
the range of salary the company is able to provide. At this stage letter of appointment is
provide to the selected candidates and date of joining is determined.
(Source: Talent Management, 2017 )
Performance Management Criteria:
It is a function of human resource department which implies adding value to its
customers. Management of performance implies transparency while measuring performance of
employees. The main aspect of performance management is to promote employees. It is a
continuous process at HSBC which focuses on evaluation of employees work, their needs and
desires with the overall goals and objectives of the bank. Each employee is responsible for his
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Illustration 2: Talent Management process at HSBC

performance at the HSBC which will provide him appraisal in the long run. The performance
management helps mangers to define roles and responsibilities for the employees to work under
the disciplinary acts. Fair and true appraisal should be done by the management team so as to
gain employee satisfaction and commitment towards work.
Recommendations.
The HSBC group is using talent management as a crucial function in the working of the
bank. Various recommendations are provided so as to implement the strategies in the business
and achieve higher growth and vast customer base (Bratton and Gold, 2012).
Talent Management as a vital perspective:
The HSBC knows about the importance of talent management as it has changed its
overall structure. To apply various strategies the bank needs to give more emphasizes on the
talent pool available and its training and development which will give results in the coming
years. The society in the changing era focuses on organizations which respect and value their
customers (Collings and Mellahi, 2009). Therefore, it is important for HSBC to realize that the
roles and the demands are changing and that TM should not only be focused on upwards
mobility, but also embrace lateral mobility, in order to offer attractive perspectives to multiple
groups of talents.
Employees are crucial assets:
In today's era the employees or workers are the main aspect of the organization. The bank
needs to put more emphases on employees rather than leaders or managers. The focus of talent
management is to retain both employees and leaders in the organization as from its perspective
talent is important in any form or at any level (Shi and Pamer, 2011). Offering an attractive
career path for different groups of talents at HSBC will help to prevent putting people into the
leadership path with the right competencies.
Organization goals:
Every company works for achieving its long term goals and vision based on traits of
employees. One basic failure of HSBC point towards its policy formulation for retention of its
employees. It is therefore recommended that the organization seeks an external policy
formulator, who will make a program that is without bias or leniency. The management of HSBC
should consider the way in which they treat the other employees as compared to the talent
identified and retained in order to reduce the turnover rate (Armstrong and Taylor, 2014). The
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bank should focus on talent employees to take up top positions due to their skills and abilities.
This will be especially useful as the bank needs to cope with the changes in the business scene
and the fast paced developments. The availability of fresh talented leaders will therefore be an
advantage to HSBC group.
Team-oriented culture:
The team-oriented aspect creates a culture which supports employees at the bank. The
organizational culture should motivate the employees to work and perform tasks at the best
possible manner. The Bank has a negative aspect of singling workers from a prospective group
which might demotivate a prospect talent (Ash and Connell, 2013).
Mangers involvement in decision-making:
The line mangers should also be involved when making crucial decisions for the bank.
The bank should involve each and every one related to the decision so as to implement the best
possible strategy. It is recommended for the bank to make line managers involved in decision-
making so as to ensure the process success. After having been identified, talents can be moved
through the organization, and do not necessarily remain in the area of responsibility of the line
manager who initially identified that talent.
CONCLUSION
The report concludes the importance of talent management in the banking sector which
involves in recruiting, selection, screening and evaluation of talent for the organization in order
to select best candidate for the post. The report shows how various recruitment channels are used
and selection of best candidate is made which is then provided with training and development of
itself so as to meet the goals of the bank efficiently. The company stresses about the right talent
for the right position so as to gain competitive advantage. The common belief about workforce
and workers has been changed and to be abreast with the changes the bank needs to retain
talented and valuable employees. The management of employees is a task performed by HR
professionals who are continuously incorporating talent management in their working. HSBC has
considers growth opportunities in the emerging markets differentiating from its competitors. The
official, organisational website states that they have exceptional training programs, as well as a
global talent management strategy.
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REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Ash, R., Hodge, P. and Connell, P., 2013. The recruitment and selection of principals who
increase student learning. Education. 134(1). pp.94-100.
Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation,
implementation, and impact. Routledge.
Berger, L. A. and Berger, D. R., 2010. The talent management handbook: Creating a sustainable
competitive advantage by selecting, developing, and promoting the best people. McGraw
Hill Professional.
Bloom, N. and Van Reenen, J., 2011. Human resource management and
productivity. Handbook of labor economics. 4. pp.1697-1767.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave
Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Collings, D. G. and Mellahi, K., 2009. Strategic talent management: A review and research
agenda. Human resource management review. 19(4). pp.304-313.
Shi, C. and Pamer, E.G., 2011. Monocyte recruitment during infection and inflammation. Nature
Reviews Immunology. 11(11). p.762.Online
HSBC group. 2018. [Online]. Available through: <http://www.hsbc.com/>.
HSBC Diversity and Inclusion Policy. 2017 [Pdf]. Available through:
<file:///home/user/Downloads/170421-hsbc-diversity-and-inclusion-policy.pdf>
HSBC Holdings plc. 2017. [Pdf]. Available through: <file:///home/user/Downloads/180220-
annual-report-and-accounts-2017.pdf>
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