How a Global Bank Transformed Their In-Person Banking

Objectives & Challenges

Facing the reality of changing customer expectations, the organization identified Strategic Workforce Planning as the best vehicle to align business leaders and departments in their goal of transforming the business. With a lack of SWP experience and a limited team to drive this new capability, the organization needed an easy-to-use tool that would simplify the SWP process and still provide them with all the data and insights they'd need to make informed decisions.

Operations in 40 countries

Limited internal SWP knowledge/capability

Difficulties adjusting post-Covid

Lack of Organizational alignment

The Solution

Tasked with building and supporting a global internal SWP function with a limited team, finding a technology that could expedite and simplify the creation of Strategic Workforce Plans was a top priority. The organization was leading a grand-reimagining effort to transform the in-person banking experience for a post-covid society. This included prioritizing efforts to reskill, upskill, and create flexible development opportunities to meet demand for newly created roles. The technology needed to identify value chains of these new roles to accurately forecast the workforce implications of these massive organization-shaking changes.

Why eQ8:

Demand-Led SWP

eQ8 uses a demand-led view of Strategic Workforce Planning that links workforce segments to organizational activities allowing for more accurate forecasting
Skills Forecasting

Understand the skills and proficiencies needed to enable and support your organization's business strategy and create action plans to bridge those skill gaps.
Dynamic Scenario Modeling

Data-backed action plans owned by your org to forecast different transformations and the impacts of failing, meeting, or exceeding those projections.