[The application of the 80-20 rule in candidate selection practices at Lloyds Banking Group]

by

ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

EXECUTIVE SUMMARY

This paper investigates how Lloyds Bank's human resource capability can affect the deployment and effectiveness of corporate mergers and acquisitions strategy. Mergers and acquisitions (M&A) is treated as a long-term strategic orientation based on human resource advantage rather than a tactic to pursue short-term goals. Using a sample of 10 branches, the main and interaction effects of M&A intensity, HR capability, and in-state propensity on four firm performance measures were examined. The findings confirm that banking M&A could be very effective when the firm had high HR capability. Evidence was also found that HR capability had a direct impact on firm performance. Although in-state M&A strategy was in general superior to out-of-state M&A strategy, a firm with excellent HR capability might narrow the performance difference between in-state and out-of-state M&A. This study considers Lloyd Bank having at least one M&A over a three-year period, so findings should not be generalized to those firms preferring to use internal growth strategies or greenfield start-ups. By extending previous investigations which showed that M&A strategy and HR capacity should be independently treated, this study highlights the critical role of internal HR capability in performance implications of M&A strategy.

Table of Contents

EXECUTIVE SUMMARYIV

Organizational Background1

History2

Aims and Objectives5

Scope and boundaries6

CHAPTER 2: LITERATURE REVIEW7

Pareto Analysis: 80-20 Rule7

The Pareto chart9

Comparissions Of Other Financial Institutions & selection practice10

Effectiveness Of System Based Recruitment Vs Paper Based Manual Process12

Competancy based recruitment questions13

CHAPTER 3: METHODOLOGY17

Overall approach17

Research methods18

Barriers, challenges & bias19

CHAPTER 4: FACTS AND FINDINGS20

Strategic alignment20

Database Analysis22

Lloyd's Incidents Analysis25

Benchmarking27

Line manager capability30

CHAPTER 5: PROOF32

CHAPTER 6: CONCLUSION35

Strategic Alignment35

Critical review of current practises36

Roles and responsibilities38

Line manager capability39

CHAPTER 7: RECOMMENDATION41

Strategic alignment41

Critical review of current practice41

Roles and responsibilities42

Line manager capability42

REFERENCES43

CHAPTER 1: INTRODUCTION

Organizational Background

Lloyds Banking Group plc (Lloyds or the group) is a leading UK based financial services group, offering a wide range of banking and financial services in the UK and a limited number of locations overseas. The group is headquartered in Gresham Street, London and employs 104,230 people. The group recorded revenues of £43,467 million ($67,247.8 million) during the financial year (FY) ended December 2010, a decrease of 4% over FY2009.The operating profit was £281 million ($434.7 million) in FY2010, a decrease of 73% over FY2009. The net loss was £320 million ($495.1 million) in FY2010, compared to net profit of £2,827 million ($4,373.7 million) in FY2009.

Lloyds Banking Group plc is one of the UK's leading financial services groups, offering a range of services such as retail, private and commercial banking; investment services; pension management; treasury services; insurance; ...