Royal Bank of Canada: Using People Strategy and Analytics To Drive Employee Performance (B)

Royal Bank of Canada: Using People Strategy and Analytics To Drive Employee Performance (B)

By
Kathryn Shaw, Debra Schifrin
2017|Case No.HR44B| Length 4 pgs.

This is the follow up case to “Royal Bank of Canada: Using People Strategy and Analytics to Drive Employee Performance (A).” This (B) case presents the results of the company’s two major people analytics projects, which are described in the (A) case. The first project used data to identify empirically the traits of great managers and subsequently identify who might or might not be a great manager. This enabled RBC to help those managers who could benefit from coaching or other types of interventions. The second project used both internal and customer data to diagnose whether any specific branch, region, or product innovation was not doing as well as it could be—and why not.

Learning Objective

The objective is for students to learn how organizations are using data analytics about employees and customers to advance the strategic objectives of the company. Students will also learn how organizations are evaluating the effectiveness of data analytics initiatives.

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