About HSBC Bank

The company have put in place very detailed guidance called ‘Managing performance’ (in HSBC & me) on how to manage the end to end annual performance cycle. This includes guidance on how to construct & deliver mid and year end performance meetings. They also offer a number of courses during the key points in the performance year to up-skill managers on how to have these conversations. ‘HR Direct’ – is their HR intranet page which all employees & managers can access to gain HR policy advice & guidance. Within the HR Direct site is a dedicated HR ‘Direct People Manager’ guide which pulls together all of the content relevant for people managers to ensure they can access the information easily. ‘ER Surgeries’ – The company run quarterly ER surgeries where managers can book in to meet with a member of the ER team to discuss any cases they are currently managing. ‘Quarterly HR newsletters’ - each month the UK head of HR writes to people managers to give them an update on HR items. This includes, updates on the UK people strategy, key policy & process changes to support them in managing their teams. ‘Annual HR Road shows’ - each year, the HR Leadership Team host a series of HR Road shows in key sites with a large number of the companies people managers. In 2015, 1000 people managers attended and they spent time talking to them about the investment they are making in them, the importance of quality conversations and recognising their people.

As learning forms a big part of HSBC 'Being at their best' they have created a Learning Prospectus for ALL employees in the UK. Great effort has been made to provide people with a rich set of resources, to help guide their professional development and grow their career. This one stop shop document provides details of all their training programmes, guides and support material to make things easy to locate and review. The company are also holding career events designed to help guide and support employees in progressing their career. HSBC understand that in a company of their size moving from one area of the business to another can be quite daunting so as well as having guest speakers from the industry, career coaches and career clinics they will also feature a number of development stands that represent each business areas and its sub functions so each can promote what they can offer and why moving to work with them may be a good career move. The company have also invested in further development of their ‘My Career Site’ and 'Mentoring Me' programme. With sponsorship from senior leaders, they have worked hard to ensure every single employee has access to a pool of mentors in all different business areas and at various level of career banding. These sites feature tools such as a search facility to look for a mentor, a role indicator – where people use an online tool to look for roles based upon their own skill set, experience and capabilities.

HSBC say they are at their best when their people are at theirs. By sharing their stories and behaviours, they can inspire themselves and others to be at their best, more of the time. The company encourage their staff to tell them what 'at our best' means to them in their daily roles via an ‘online tool’ on the companies ‘At our Best Homepage’, which is open to all employees. They also run a '90-day challenge'. This consists of simple daily challenges for managers who want to focus on improving the way they manage people and teams. Each challenge focuses on a particular aspect of strong people management, challenging them to undertake daily actions that are good habits for people managers. The challenges include the following topics: • Knowing your team and being self-aware • Listening and giving feedback • Setting expectations and making decisions • Supporting, enabling and empowering your team. Participation in the 90-day challenge is voluntary. By signing, their managers have the chance to join others who are actively seeking to improve their knowledge and capability, or simply looking for new, creative ways to engage their teams. Over 2,200 managers voluntarily signed-up for the challenge in the last 12 months with positive feedback received.