| LLOYDS
TSB GROUP PLC
The
case for innovative HR policies to meet the changing expectations of our people
in balancing their lives within and outside work is overwhelming. Corporate
profile
-
77000 employees
- financial
services sector
- 34
business divisions
- 15
million customers
- Lloyds
established 1698, merged with TSB 1995
- company
turnover: £7.4 billion
Key work-life balance initiatives
-
Work Options -flexible working patterns
- Extended
maternity and parental leave - up to 63 weeks
- Paternity
leave - 3 days
- Compassionate
and emergency leave
- Career
Breaks - up to 5 years
- Confidential
Care - counselling and employee support
Workforce
profile
-
66% female, 34% male
- return
rate for maternity leavers - 85%
Business
benefits
Our aim is to be our customers' first choice, to be leader in our chosen markets,
and to continue to focus on efficiency and control operating costs. Through our
people we are looking to build and develop a capability which exceeds the expectation
of our customers through innovative HR policies and practices. Leading to: -
extended service provision
- improved
retention of key staff
- reduced
absence
- 6%
improvement in staff morale
- £350,000
media value of positive publicity
Recruitment and training costs are substantial - averaging between £5-10,000 per
head. The number of women returning to work after maternity leave has risen by
10% over the last 5 years - saving us £1.4 million a year in turnover costs. The
hidden cost of absence is rarely measured. Whilst in Lloyds TSB we have lower
than national rates of absence, a 1% reduction in absence saves £10 million a
year.
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