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January 19, 2021 | Brief
Many business transformations are being driven by the desire to become “purpose-led” by committing to goals that extend beyond profits to provide meaning and a deeper connection with customers, colleagues,1 and wider stakeholders. But how can these businesses be confident that their leaders and employees “live” this purpose in their actions and behaviors—not just during normal business conditions but in the intense turbulence of the COVID-19 pandemic? The answer for NatWest Group (renamed from RBS Group in July 2020) is to imbue the culture of the business with purpose—and this is where the HR organization provides vital capability in the shape of cultural leadership and measurement.
Helen Cook, Chief HR Officer at NatWest Group, leads the HR function for the UK-based banking group (with brands including Coutts, NatWest, Ulster Bank, and Royal Bank of Scotland). “Purpose and culture have to go together. You can’t have a strong purpose if the culture isn’t closely aligned. The key is cultural measurement. Through measuring your culture, you can identify the key drivers and devise a strategy to go from building awareness of purpose to embedding it into the culture, so it becomes part of the business’ operating rhythm,” says Cook.2
Supporting Cook and the HR Executive Committee is Greig Aitken, Head of Colleague Strategy & Insight who leads people strategy, culture measurement, and colleague listening. NatWest Group has long been acknowledged for its commitment to culture auditing and reporting, honed through its lengthy recovery from the global financial crisis in 2008. Over the last decade, the group has develo
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