SCB productivity deck

Question 1

What does Productivity mean?

Answer 1

How efficiently team members process tasks against the standard time.

Question 2

What is the formula for productivity

Answer 2

Productivity = Output hours ( No tasks x standard times) ( How much time task should take based on the standard time) / Productive time ( How much time it actually took)

Question 3

What sort of tasks do you except coaches to do?

Answer 3

1) Performance discussions ( huddle)
2) Creating standards and desk side observations.
3) Problem solving sessions ( within teams)
4) Upskilling ( using skills matrix to identify skills coverage gaps)

Question 4

What is a skills matrix?

Answer 4

An excel spreadsheet which shows how much coverage you have in your team for any specific task.

Question 5

What is utilisation?

Answer 5

This is a measure of team members time is spent on processing vs non processing activities ( processing activities are defined as working tasks.

Question 6

What is the formula for Utilisation?

Answer 6

Utilised time ( processing time) / available time ( total time minus lunch time
The equation cannot exceed 100%

Question 7

How can we optimise utilisation?

Answer 7

1) Performance discussions can help in terms of who has low utilisation and the root cause.
2) Standard creation ( e.g. important keyboard shortcuts)
3) Capacity management
4) Upskilling ( between sub teams)

Question 8

What is workbench?

Answer 8

Is an operating reporting tool that displays performance data in the form of performance dashboards.

Question 9

So the aim of the program is to Create capacity, what does that mean?

Answer 9

the change in the amount of hours eeded to deliver a fixed volume of work between baseline ( initial measurement before changes) and benefits period ( following implementation of improvements in operation aiming to increase productivity)

Question 10

What is the unit of measure for both capacity and workout?

Answer 10

Hours.

Question 11

What is the formal measure for capacity creation and explain it?

Answer 11

Labour cost per unit of output ( this figures out how much it costs in work hours to make one thing, after you have tried to make process better. e.g. if you have a toy factory and before any changes it takes $10 in workers time to make one toy. Now suppose you implement change, and it only costs $8 in workers time to make the same toy.

Question 12

In order to create capacity there are 4 levers that must be considered and massured in the baseline and throughout delivery.

Answer 12

Remember this is a flow
1) Total time ( including overtime)
2) Available time
3) Core/ productive time
4) Output

Question 13

What is total time?

Answer 13

The total capacity of the workforce you are paying for before anything is deducted.

Question 14

What is available time and measure?

Answer 14

The proportion of your workforce that turns up to work( expressed in availability) after leave and other absences are deducted. ( Availability % = Available time/total time)

Question 15

What is core/ productive time?

Answer 15

The proportion of available time spent on processing work expressed in utilisation after deducting meetings, training extra. Utiliisation = utilised time ( processing time )/ available time ( total time minus lunch)

Question 16

What is output and what is the measure?

Answer 16

What was produced with the core time, expressed as output(hours). Measure is productivity = ( Sum of tasks completed* relevant tstandard time) / Productive/core time

Question 17

Lets look at a worked example with baseline and benefits period.
In baseline Total time is 2004 hours
Available time is 1702 hours and core productive time is 1318 hours and output work is 883 hours.
1) Using that information what does the output hours mean
2) Calculate Availability, Core/productive time and output( work completed)

Answer 17

1) In baseline - 2004 paid time produced 883 hours of output.

2) Availability ( available time/ total time = 1702 hours / 2004 hours = 85% availability, so 301 hours of absence, leave etc).
Utilisation = Core productive time/ available time = 1318/1702 = 77% utilisation, so 384 hours of non core time such as training, meetings etc)
Productivity = essentially output / core/productive time so 883 hours / 1318 hours = 67%

Question 18

Lets look at Benefits period
In baseline

Answer 18

tbc

Question 19

Why are interested in a role in SCB productivity and what aspects of the programme excite you the most.

Answer 19

My answer surrounds 3 main pilliars
1) Heavily data centric - ( Talk about internship at citi and how your life dictated with data, one of the key career goals is to learn more and explore more data management skills, talk about how talks with Jamie tiongson have really given a sufficient background in this). Advanced Tech Engagement: Working with cutting-edge data visualization and analysis tools to uncover insights.
2) Narrative crafting - really taking control of how you present a story backed with data which you can see the front and back end of this story, which is everchanging, - talk about mentoring with school children.
3) Emotional Intelligence Gymnastics: The role demands high emotional intelligence, giving you the opportunity to fine-tune your ability to read and respond to the emotional undercurrents of your clients.

Being able to when the time comes to make challenging situations with clients into transformative ones. Here’s were you build trust and embark on different level of creativitiy showcast a lot of emotional intelligence and gain the most knowledge from it.
What am i excited the most about

Question 20

What would you describe as your 3 big strengths?

Answer 20

1) Self motivation ( my inner attitude is to be very proactive and have collateral in every i do, so i dont need to be motivated to things because i feel i have good resilience to just get on with task)
2) Proficiency in articulating a clear and comprehensive agenda. ( data storytelling, i like to always present a comprehensive story and get across what i need from data mining)
3) Attention to detail ( data) - I always want to make my self an SME, to grasp for a strong grip on content, so i have authority in content.

Question 21

What would you describe as your 3 big weaknesses?

Answer 21

1) Ability to speak to people on virtual setting. ( harder to build a rapport, e.g. icebreakers i tend to slightly do them a bit longer)
2) Task allocation ( In the past, I tended to take on a heavy workload to ensure quality, i realise the power of delegation now, talk about how you have BD support team and how you have been delegating on that, but with effect).

Question 22

Have you ever facilitated and/or lead workshops?

Answer 22

“While I haven’t had the opportunity to facilitate and lead client workshops in a formal setting yet, I have organised and led my weekly SST Team meeting where i have an agenda which captures and group sessions which required similar skills such as planning, coordination, and group/time management

Question 23

What would you do if managers in my team thought that the process i.e coaching process ( training SCB employees, about productivity which is highly data used) was a waste of time and not engaging?

Answer 23

• Have a 1 to 1 to seek understanding of their concerns
• Demonstrate value through tangiable business outcomes, aligning with overaching goals.
• Propose pilot program with them and agree measurable outcomes to assess the effectiveness of coaching.
• Showcast quick wins: Identify and communicate quick wins.

Question 24

What would you do if you receive pushback from manager in SCB when representing data?

Answer 24

• offer a separate meeting if we cannot move on.
• I would always start a huddle/meeting with quick wins of the team, get them onboard and valuable, then try to have as much co-creation involvement as possible.
• Its important to reach a comprise.

Question 25

What did i do on my internship at citi?

Answer 25

Performed Transactional Cost Analysis in Python; using Seaborn, Matplotlib and Excel to generate data visualisations.
- Created an FX Model on EUR/USD, gauging the fair value of the pair through regressing on the IR differential
-Explored the use cases of equity derivatives, primarily focusing on option strategies such as Put Spreads and Collars. explain all of these easily