Case study: Retail Bank does Leadership Competencies Assessment

Challenges

The bank aimed to pursue business scale-up and profitability improvement while maintaining flexibility and client focus. It introduced new technology to business and brought up people with new skills.

In response to its strategic priorities, the bank developed a set of leadership competencies and characteristics to indicate important behaviors that drive business success. On a regular basis, the company ran 360 assessments to define development needs for leaders across the whole organization. The past experience revealed that this process was time- and resource-consuming. Meanwhile, the results could be deceiving and not representative of the overall picture.

Approach and Outcomes

The management was aware of the limitations of the survey system, they have experienced manipulation of the evaluation firsthand and were somewhat sceptical about the results. They chose Yva.ai to get a more objective evaluation with the help of passive analytics. Yva.ai analyzed 25,000 of the bank's employees and over 125,000,000 emails in the course of 31 days to detect informal leaders with the help of communication metadata.

Examples of ONA, patterns detection and communication density.

In this context, Yva.ai helps the bank in:

Automated mapping of key leadership competencies and skills through corporate communication pattern learning
Identification of key competences and skills for the critical leaders and managers
Detection of groups which have been gaming with the performance review process and distorting surveys results
Identification of hidden opinion leaders across the organization
Qualitative analysis of the communication pattern in potential agile teams to establish the base of organization restructure
Real-time identification of functional silos bringing input to organizational improvement plan

Results

With the help of Yva.ai, the bank:

Successfully identified 3.2% of employees that drive 84% of the business. As opinion leaders and informal leaders, they stood behind majority of decisions and could affect other employees, making them take sides.

Identified the intersection of formal and informal leaders to be 60%. It became obvious that 40% of managers don't play an active role in decision-making. Since then, the bank has made consistent changes to align their org chart with their informal structure by promoting informal leaders.

Leadership Competencies Assessment:

31 days

3.2%

60%

Industry

Retail Bank

about

Full-time employees

Solution

Challenges

Approach and Outcomes

Results

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