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Case Study // Standard Chartered Bank- Great Manager Programme Design
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Standard Chartered is a leading international banking group. It has
operated for over 150 years in some of the world’s most dynamic markets and
earns more than 90 per cent of its income and profits in Asia, Africa and the
Middle East. Standard Chartered PLC is listed on the London and Hong Kong
stock exchanges as well as the Bombay and National Stock Exchanges in India.
With 1,700 offices in 70 markets, the Group offers exciting and challenging
international career opportunities for around 85,000 staff.
The Challenge
Standard Chartered updates its training programmes regularly to ensure they remain relevant to its employees.
After an internal review of its leadership development programme in 2011, the Bank identified the following
changes were needed:
• Material used within the programme needed updating to reflect a changing business environment.
• Delegates felt the content was too theoretical. They required more practical knowledge to help them become
‘great managers’.
Capp’s Approach
It supported Standard Chartered Bank’s Leadership Development team by:
• Running interviews with stakeholders to understand the specific needs of the
learners.
• Designing programme content that introduced managers to the principles
required to ensure strengths-based management that delivered high
performance, including:
o Strengthspotting;
o An introduction to Capp’s strengths assessment model Realise2 and the 4M
development process.
• Drawing on the stakeholder interviews, we ensured that the programme content
was highly interactive and offered managers practical experience of managing
for strengths. This included time to practice holding strengths-based
performance conversations.
• Capp designed a virtual roll out process for this programme, which involved
delivering a series of WebEx training sessions for country-based facilitators from
12 different countries.
Outcomes
Since Capp redesigned the programme in July 2011, it has been rolled out to over 580
managers in 38 separate workshops.
Evaluation data from the project to date shows:
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• The course content was not always relevant to managers in different countries.
• Facilitator delivery of the programme was of varying standards and their messages were inconsistent.
Simon Lau, Head of
Leadership and
Management says “It is
critical that our people
manage for strengths;
engaging and motivating our
employees and providing
them with a very individual
employee experience. We
believe adopting a strengths
based approach is an
important part of what
makes us a distinctive,
employer of choice
improving the well being and
sustained performance of
our employees. It is central
to delivering on our brand
promise to be ‘Here for
good’.”
• The average participant satisfaction score is 93%.
• Participants feel they have increased their confidence in using strengths within the
workplace.
www.cappeu.com
www.strengths2020.com
Contact CAPP on: +44 (0) 2476 323363 or capp@cappeu.com
© CAPP 2010 All rights reserved
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Case Study // Standard Chartered Bank- Great Manager Programme Design
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Outcomes cont’d
• A positive correlation is found between managers attending the Great Manager Programme and their engagement
scores.
• A significant increase in manager confidence scores and improvements in employee engagement and attrition as a
result.
• Participants also described the module as very ‘hands on’, offering practical tools which they can use on
themselves during the workshop and use with the teams after the programme.
• Trainers provided positive feedback, commenting that the use of the 4M Model has been a ‘useful concept’ with
which to have a strengths-based discussion.
www.cappeu.com
www.strengths2020.com
Contact CAPP on: +44 (0) 2476 323363 or capp@cappeu.com
© CAPP 2010 All rights reserved