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Best Apprenticeship Strategy and Best Emerging Talent Strategy
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Best Apprenticeship Strategy and Best Emerging Talent Strategy - Lloyds Banking Group


Louise Bryan, Head of Talent and Succession, explains how Lloyds Banking Group is aligning its Emerging Talent programmes to attract and develop the required talent for the Bank of the Future. 



We wanted to create an inclusive environment focused on growth and potential and where individuals joining could make a positive impact.   An emerging talent strategic review enabled us to attract and develop the talent needed to support the organisation’s strategy in creating the Bank of the Future. 

There were a number of key objectives, which included aligning the Emerging Talent programmes to the key skills and capabilities required for the future and increasing focus on digital, product and commercial relationships. We also aimed to improve the end-to-end candidate journey from attraction to development, enhancing the experience for all.



In collaboration with business stakeholders, we simplified and evolved the graduate programmes from 14 to eight whilst creating new programmes for Data Science and a Group Wide Leadership Programme, acknowledging our core Apprenticeship programmes could be expanded to ‘grow our own’ skills and capabilities.  

We therefore increased the range of apprenticeship programmes from 10 to 34 in order to up-skill and reskill existing colleagues and attract new talent which included Data Analytics, Cyber Security, Leadership, Architecture and Engineering.  This balanced our offering, ensuring we offered a quality alternative to full-time university.

We reviewed our end-to-end candidate journey, firstly reshaping the attraction strategy to focus on ‘discovering careers with real impact’, aligning students’ desire for meaningful work with our purpose of Helping Britain Prosper and building the Bank of the Future.  

From an assessment perspective we reviewed the key behaviours, strengths and knowledge to help inform a candidate’s success profile and futureproof our assessment process.  We introduced specialist assessments for Data Science to assess coding and maintained the use of virtual reality at assessment centre stage.  

We also enhanced our onboarding and induction journey to introduce an onboarding microsite and chatbot in addition to running live chat sessions, webinars, welcome events, assigning buddies and holding a full day induction event. The onboarding journey provided additional focus on mental health aligned to our partnership with Mental Health UK.  To help new talent thrive in a fast changing environment, personal vitality and resilience training was introduced to their learning curriculum alongside existing development linked to their professional and personal growth.   



Outcomes have been positive with demand for all of the 2019 Graduate Programmes.  We have recruited a strong diversity mix where of our joiners 52% are BAME, 38% female and 7% disclosing LGBT. From an apprenticeship perspective, we aim for 8,000 apprentices by 2020, and 2018 saw 1,490 enrolments, with a significant increase in higher apprenticeships including our first degree cohort graduating with 89% achieving a first class honours.  

We have also increased our position in the Times’ Top 100 Graduate Employers from 29 to 23. 

Business assessors said that they have seen the calibre and quality improve and better aligned to the future talent requirements of the organisation, whilst business performance indicators such as engagement, performance, absence and turnover all demonstrate a positive difference between our emerging talent cohorts and their peers.