Analysis of HR Systems at Standard Chartered Bank (UK)

This report conducts a comprehensive analysis of the HR systems within Standard Chartered, a prominent UK-based global banking organization. The analysis identifies strategic issues faced by the bank concerning the effective implementation of Strategic Human Resource Management (SHRM) practices, particularly in the context of a diverse workforce and the need for standardized HR policies across international regions. The report explores SHRM practices in various sectors, including oil and gas (British Petroleum), retail (Tesco), hospitality (ITC), and manufacturing (Rio Tinto), to benchmark and derive insights. It then proposes a training strategy and a strategic HR implementation plan tailored for Standard Chartered, encompassing SHRM policies, HR planning, recruitment, selection, and performance appraisal strategies, with the ultimate goal of creating a high-performance and competitive organization within the global marketplace. The report emphasizes the importance of addressing cultural diversity, employee training, and standardized HR practices to enhance talent management and overall organizational success.

Running head: HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
HR Systems Analysis of Standard Chartered
Name of the University:
Name of the Student:
Authors Note:

1HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Executive Summary
certain strategic issues are observed to be faced by Standard Chartered regarding effective
implementation of SRHM practices in UK that is required to be addressed by the Board of
Directors of the company. The objective of the report was to analyse the HR processes and
practices within a global organisation in the UK banking sector such as Standard Chartered.
Being human resource management consultant advices will be offered to the banking
organisation regarding restructuring of its HR practices that can facilitate the company in
competing more effectively within the international marketplace.

2HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Table of Contents
1. Introduction..................................................................................................................................4
2. Strategic Issues to be addressed in Standard Chartered...............................................................5
3. Reflection on Different SHRM Practices from Various Business Sectors..................................6
3.1. SHRM Development and Practices from Various Business Sectors....................................6
3.1.1. SHRM Development and Practices in UK Oil and Gas Sector (British Petroleum).....6
3.1.2. SHRM Development and Practices in UK Retail Sector (Tesco).................................8
3.1.3. SHRM Development and Practices in UK Hospitality Sector (ITC)............................9
3.1.4. SHRM Development and Practices in UK Manufacturing Sector (Rio Tinto)...........11
3.1.5. SHRM Development and Practices in UK Healthcare Sector (HCA Healthcare)......12
4. Training Strategy for Standard Chartered in Creating High Performance Organisation...........13
5. Strategic HR Implementation Plan in Creating High Performance Organisation.....................15
5.1. SHRM Policies and Practices.............................................................................................15
5.2. HR Planning........................................................................................................................17
5.3. Recruitment.........................................................................................................................19
5.4. Selection.............................................................................................................................20
5.5. Performance Appraisal Strategies.......................................................................................20
6. Conclusion.................................................................................................................................23
References......................................................................................................................................25

3HR SYSTEMS ANALYSIS OF STANDARD CHARTERED

4HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
1. Introduction
Strategic human resource management (SHRM) is considered as a philosophy of
managing the employment relations with the employees working in the organisation.
Implementation of SHR strategies ensures high performance of employees to make the
organisations highly adaptive, competitive along with effective within a turbulent competitive
business environment (Barrick et al. 2015). SHRM considers implementing innovative practices
related with business operations along with employment relations. In the current report, one of
the renowned international organisations operating within the banking sector of UK will be
selected like Standard Chartered for analysing its HR practices and strategies effectiveness.
Standard Chartered Plc. is a renowned British multinational banking and financial services
company that is positioned as seventh largest bank all over the world that serves more than seven
million consumers all over the world. The financial performance of the bank signifies that the
organisation is attaining its business goals of offering better services and products to its target
consumers (Hsbc.co.uk. 2019).
The objective of the report is to analyse the HR processes and practices within a global
organisation in the UK banking sector such as Standard Chartered. Being human resource
management consultant advices will be offered to the banking organisation regarding
restructuring of its HR practices that can facilitate the company in competing more effectively
within the international marketplace. Strategic issues faced by the selected banking organisation
will be analysed so that suitable strategic HR implementation plan can be crated for facilitating
Standard Chartered in creating a high performance as well as competitive business. N effective

5HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
HR implementation plan for the bank will take into consideration SHRM, HR planning,
selection, recruitment long with performance appraisal strategies (Bin 2015).
2. Strategic Issues to be addressed in Standard Chartered
Over the years, Standard Chartered has attained exceptional performance and positioned
itself as leading banking organisation in UK as well as internationally. The banking organisation
has always been responsible in making an employee high performing individuals in the
workplace to make them meet the demands of the changing environment. The bank focuses on
training employees in a way that they follow all the ethical rules existing within the society and
offer services as per as demanded by the society (Bailey et al. 2018).
However, certain strategic issues are observed to be faced by Standard Chartered
regarding effective implementation of SRHM practices in UK that is required to be addressed by
the Board of Directors of the company. HSBC is an international banking organisation that is
evidenced to deal with certain risky situations associated with human talent management that is
the most important asset if the organisation in attaining better financial performance (Bratton and
Gold 2017). In order to attain full commitment from the employees the banking organisation is
intended to develop innovative human resource practices and policies. In addition, the bank is
also striving to remain conscious regarding the cultural diversity if its employees as it have
spread its branch networking several areas of the world where employees belong to different
cultural backgrounds. For this reason, HSBC needs to ensure that its SHRM practices must be
different in various regions of the world (Caloghirou et al. 2018).
Increasing globalisation has generated more awareness regarding the need of the HSBC
Holding’s HR mangers to be highly sensitive towards the cultural aspects in the SHRM process.

6HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
In such challenging situation faced by the bank suitable human resource management ensure
better understanding of the values and beliefs of employees belonging to distinct cultural
backgrounds that is drastically affecting the key performance areas of the bank (Cavanagh et al.
2017). Considering same, Standard Chartered in UK have realised that if the bank do not
implement specific HRM polices as well as practices it can complicate the situation of effective
talent management rather than resolving it. In the context of HSBC, another strategic issue that
has been identified is that the bank is facing concerns regarding implementation of standardised
SHRM system with standard policies as well as practices in UK as well as in the international
regions. The bank is also making attempts in addressing the concern of developing competitive
training and development policies and practices for its employees that can ensure high job
performance among employees globally as well as their career growth (Chowhan 2016).
3. Reflection on Different SHRM Practices from Various Business Sectors
3.1. SHRM Development and Practices from Various Business Sectors
3.1.1. SHRM Development and Practices in UK Oil and Gas Sector (British Petroleum)
SHRM training and development methods are employed by British Petroleum in
improving competence as well as performance of the senior employees to deal with global
challenges faced by the company in the oil and gas sector (Chuang and Lin 2017). From
analysing the strategic HR practices of the company in ensuring high performance of employees
I have gathered that British Petroleum HR strategies are focused on recruitment and selection,
training and development methods along with employing suitable employee appraisal
techniques.

7HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
Figure 1: Holistic SHRM Model of British Petroleum
(Source: Dayan, Heisig and Matos 2017)
I have analysed that British Petroleum follows a holistic SHRM model that focuses on
developing strategies on communication, teamwork along with utilisation of the individual
employee talent. Offering training on employees based on the aspects educated in the above
HRM model is generally observed to be concentrated on the soft aspects of HRM (Fayyazi et al.
2015). I have observed that in operating business successfully within the oil and gas sector,
British Petroleum has developed a reward system to attract and motivate employees. The
company gives increased values to develop specialist skills along with technical expertise along
employees to ensure suitable growth of the company internationally. The recruitment strategies
of British Petroleum include internal talent pool, e-recruitment, external recruitment strategies
along with employer branding (Greene 2018).

8HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
I have also learned from observing the HRM policies and practices implemented in
British Petroleum that the suitable employee selection strategies employed in the oil and Gas
Company includes an executive interview along with one-on-one evaluations. Such selection
techniques employed by the company facilitates in revealing the attitudes and personality traits
of these employees (Hopkins and Markham 2018). These strategic HRM based employee
selection processes also includes role-planning where senior employees are put into close
monitoring. Considering same, employee selection in the company is observed to be based on
group contributions along with individual employee contributions. I have also revealed that the
performance appraisal and promotion based SHRM strategy of British Petroleum is focused on
ensuring continuous improvement of employees through implementing approaches of 360 degree
evaluation and balanced scorecard (Jacobson and Sowa 2015).
3.1.2. SHRM Development and Practices in UK Retail Sector (Tesco)
From evaluating the SHRM practices implemented within the retail industry of UK I
have gathered that Tesco has positioned itself as the largest retailer in the country as well as
globally. I have also attained an understanding that this retail organisation has developed its
human resource strategy that focuses on training and development of employees, consultation
and communication along with introducing rewards and benefits that is associated with attaining
employee performance targets (Kasasbeh, Harada and Noor 2017). I have also realised that
Tesco implements triple-headed HRM model that has been supporting the retail organisation to
successfully retain and recruit highly motivated employees that can present a professional service
to consumers. The first SHRM strategy of Tesco following this model is graining programme
named “Options Development Program” in which employees and select and attain skills in order
to ensure career growth (Lewis 2019). The second SHRM strategy of the retail company

9HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
following this model is communication and consultation where Tesco makes better attempts in
obtaining views of employees on issues that impacts their high performance in the workplace. I
have also analysed that “bottom-up” feedback approach is common in retail companies like
Tesco that has international presence. This strategy is also implemented by the company in their
selection process in the form of “face-to-face” interview (Lussier and Hendon 2017). After
selecting right employee fir the right job the retail company ensures to take annual employee
survey that remains confidential. Responses gathered from such surveys reveal the issues faced
by employees in the working process so that they can be addressed to attain maximum returns.
The third approach of Tesco’s SHRM strategy model is associated with introducing
employee rewards and benefits in encouraging their high performance within workplace. In this
strategic HRM practice, the retail company makes best efforts in maintaining competitive edge
over its major supermarket business rivals through offering a high basic wage to employees. This
is further improved with growing years by long term reward plans and share bonuses for
employees in motivating them to deliver best quality services in the industry (Madera et al.
2017). From analysing SHRM practices at Tesco I have realised that HRM in retail industry
involves several activities associated with recruitment talent analysis, maintaining good working
environment and reward programs focussed on retaining employees with exceptional
performance and to ensure that the workforce is treated equally.
3.1.3. SHRM Development and Practices in UK Hospitality Sector (ITC)
From analysing the SHRM practices and development strategies of ITC UK I have
realised that in order to sustain a competitive advantage within the hospitality business
environment that offers the company with futuristic vision onwards attainment of high
performance of employees and business growth (Meyer and Xin 2018). The strategic HRM

10HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
practices of the hotel in UK for ensuring high performance of employees includes activities such
as selection, recruitment, training and rewarding employees that facilitates the company in
attaining the goals and objectives of the company. The training programs of ITC are focussed on
nurturing knowledge, creativity and entrepreneurship. Through its employee development
programs, the company ensure that the employees work commitment and quality is increased
through enhancing their ideals and values (Mogaji and Danbury 2017). Nurturing talent is one of
the major objectives of ITC following SHRM approach in its business focused on making the
business highly consumer centric, high performance organisation along with creating values for
all its stakeholders.
The performance appraisal approaches of ITC include the strategy of “Change
Champion” where the company considers constant evaluation of the employees’ performance
within the hotel operations (Mone and London 2018). The employees’ high performance is
analysed through evaluating their acquired knowledge regarding ability to execute successful
change approaches that makes the HR professional highly capable to consider successful
implementation of change structures by employees. I have also attained evidences that for
indicating such exceptional workplace experience, the employees in ITC UK are recognised
trough rewards that minimises employee dissatisfaction and resistance to perform exceptionally
in the workplace. I have also observed that the major SHRM policy of ITC in UK is to uphold
the international human rights standards in generating a working environment where the human
rights are respected without any prejudices (Muduli 2015). The recruitment strategies of the hotel
group in UK are basically segmented into two categories such as internal and external sources.
Selection of employees from internal sources is done if employees fill up the vacancies from the
existing staff if they fulfil the criteria of being suitable for the vacant position.

11HR SYSTEMS ANALYSIS OF STANDARD CHARTERED
3.1.4. SHRM Development and Practices in UK Manufacturing Sector (Rio Tinto)
From analysing Rio Tinto’s redesigned SHRM practices and structure I have realised that
it has developed effective strategies in encouraging high performance of its employees within the
manufacturing industry. In addition, I have also observed that the metals manufacturing company
of UK has implemented several SHRM strategies related with employee selection, training along
with appraisal and development programs through which the company has leveraged its HR
personnel to accomplish any complex risks with sensitivity and speed (Noe et al. 2017). The
manufacturing company is observed to employ “3D Model” of SHRM in implementing best HR
practices in the industry that includes aspects of design, determine and deliver and enhancing
employee performance through focussing HR strategies and policies on people, process,
structure and systems. Rio Tinto focuses on improving employee engagement towards high
performance through introducing HR programs focussed on five major areas that includes
payroll, benefits, compensation, recruitment along with training and development. The HR
departments of Rio Tint in all its business units internationally focuses on harmonising its SHRM
practices and policies through implementing competitive strategies in the industry like
continuing to pay off employees while in recession (Ostroff and Bowen 2016).