Abstract

The case describes how António Horta-Osório (Horta-Osório), Group Chief Executive, Lloyds Bank, decided to focus on the mental health of employees as part of the banking group’s strategic plan. Horta-Osório who became the CEO in March 2011, was tasked with reviving the nearly bankrupt bank. Within nine months of taking charge, he had a mental breakdown and had to take a two-month break. He came back and by 2017, he managed to turn the bank around and make it profitable. Horta-Osóio was well aware that success in the banking sector depended on the bank’s ability to quickly change according to customer needs. He decided to transform the way the bank functioned and put in place agile working and technologies. Based on his personal experience with mental stress, Horta-Osório reevaluated existing policies around mental health in the bank. Horta-Osório decided to implement mental health programs for employees at all levels with an Optimal Leadership Resilience Program launched in 2017 for senior leaders and the Advocates Training Program and partnerships with Mental Health UK and Headspace for mid-level and first-level employees for tackling the stigma associated with mental health problems, raising awareness, and equipping employees with tools to look after their mental health.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Identify the role of HR policies in change management
• Recognize HR’s role in building organizational capability
• Discuss the need to align work place training with the corporate strategy for HR effectiveness
• Describe how mental health initiatives can be implemented in large organizations
• Examine the need for companies to focus on mental health of customers

Keywords

Leadership; Change Management; Employee Health & Well-being; Strategic HRM; Strategic Plans; Employee Benefits