COMMBANK CASE STUDY AUSTRALIAN FAMILY FRIENDLY WORKPLACE SEMINAR - 2 MARCH 2012
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CommBank Case Study Australian Family Friendly Workplace Seminar 2 March 2012
Agenda Bit about the Commonwealth Bank Bit about the Retail Bank of the Commonwealth Bank Our Diversity Plan Our commitment to flexibility Our measurable results My 16kg moment of clarity Importance of Leadership Policy & HR How far we have to go
The Commonwealth Bank One of Australia’s biggest banks 100 years old $7billion NPAT Representing 19.2% ROE Cost to income ratio of 45.8% 43,000 employees Australia’s third biggest tax payer
Retail Bank $4.9billion NPAT Cost to income ration of 37% 78.9% customer satisfaction 20,000 employees 1050 Branches 4,500 leaders
Group diversity statement & strategy At the Group we value and respect all our people - leveraging the unique contributions that their diverse backgrounds, experiences and perspectives bring, to provide exceptional customer service to an equally diverse community. Diversity is an integral part of how we do business, and it comes with huge benefits. According to the latest Gallup research the most engaged employees are those working in an open, fair and diverse environment. Our diversity strategy rests on four key focus areas. These aim to utilise the skills of all our people, by providing everyone with opportunities for development and a safe and caring environment to work in.
Group diversity statement & strategy
Our position on flexibility
At the Group, we are committed to recruiting and retaining the best talent to help us achieve our vision
of becoming number one in customer satisfaction. This means we need to be adaptable in the way we
work to meet the needs of our customers and our people. Flexible work arrangements can provide a
way of recognising and accommodating individual circumstances whilst responding to business needs.
Our approach to flexibility is about being different in the way we think, act and work. It’s part of our on-
going commitment to developing an inclusive workforce. Our policy and range of flexible work options
acknowledge that our people are all at different stages of their lives and are designed to encourage a
workplace that accommodates diversity, while achieving business objectives.
Flexible working arrangements are more than a simple employee benefit. When managed well, they
can help access and retain high performing individuals and create a happy and engaged team;
providing the Group with a real competitive advantage.
In short, flexible work arrangements can provide a team with the ability to:
• Attract and retain talented and high potential team members across all demographics – including
pre-retirees, parents, carers and people with special interests such as community service
• Foster increased engagement and motivation levels
• Create an environment built on trust and team spirit
• Reduce absenteeism and turnover costs
• Increase team member performance, productivity and customer service levels
• Adjust resources to meet changing customer and business demands
Flexibility must not compromise customer service and should provide a genuine benefit to the
business. It’s important to note that flexible work arrangements may not work in all situations.People & Culture Survey 2011: Perceptions of workplace flexibility
Q: “My leader allows me the flexibility to meet my work goals and personal needs…”
4.45
4.4
4.35
Yes
4.3 No
4.25
4.2
4.15
RBS Male RBS Female CBA Male CBA FemaleRBS Formal Flexible Working
Arrangements
January 2012
100.00%
90.00%
80.00%
55.50%
70.00%
60.00%
94.40% 97.40% 97.20%
50.00%
1.80%
40.00%
30.00%
42.70%
20.00% 0
0 2.80%
10.00% 0.90%
4.70% 2.60%
0.00%
Team Member/Leader Manager Executive Manager GM+
Full Time Job Share PartimeRBS People & Culture Survey 2011 results
• People who responded ‘yes’ to the question “My manager allows me the flexibility I need to meet my work goals
and personal needs.” consistently scored higher across all measures, including overall engagement, when
compared to people who responded ‘no’.
• The ‘yes’ group also scored consistently higher on all questions, including questions on development, team
performance, holding people accountable, and constructive feedback.
• When compared to the external Gallup benchmark, those who responded ‘yes’ to this question were in the 78 th
percentile for all Gallup Grand Mean scores globally, while those who responded ‘no’ were in the 76 th percentile.
• While the difference between the two is not great (between 1-2 percentage points), what is striking is the
consistency of higher scores for people who report working flexibly. This is true of any business areas we have
analysed within RBS, as well as for CBA overall, and it is also the same story we have seen in the scores over the
past three years, since we began tracking this.16kg
Leadership
Hertzburg • Hygiene versus Motivators • Motivators – achievement, recognition, work itself, growth, advancement • Hygiene – company policy and procedures, supervision From “One more time: How do you motivate employees?...Its about the work” 1968
So…
What if flexible work, is just meaningless,
horrible work done flexibly?
And, I have a fear it often isLeadership Development NOT “individual perfection”, but much more importantly “impact on others” Bring possibility to life Create confidence to do what people know is right Creating trust “Own” your space and your impact
Policy • Aimed at “facilitating women’s integration into the labour market” • Evaluated Equal Treatment, Positive Acton, and Mainstreaming. • Rather than special policies to address a topic…”integrate EO into all policies that have the potential to challenge gender segregation by tackling the gender contract”. Teresa Rees – expert advisor to the EU on EO and training. Professor of Management Studies - 1998
In short…
Challenge the whole
gender segregation of our societyWhat Teresa suggested
• Training & Education
– not so “women realise they should act
differently”; the “women are the problem” idea
– but rather in skills that break the segregation
– Job design, work design, contractsSo, finally to HR and how far we have to go…
Three examples • Bereavement for a Mother In Law • Leave for a child • Job designing the big jobs
What if… • What if, their/our HR job was not policy and rules but actually making it easy to do great work, to contribute to your best, to make sure your boss and teammates have every opportunity to care about you, to make sure your work was interesting
Your questions?
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