O WORKING ON §- HUMAN RESOURCES human resources O» Vrv to 8 What's News Issue 7 July 1996 I Singapore currently has a staff of around 180 and budget projections for an increase to 225 in the next three years. As human resources manager, Neville Kiang is the Singapore Rabobanker with the unenviable task of finding,and more importantly retaining, the right people in a highly competitive market. 'There is a real shortage of labour here in Singapore,' he confirms. 'Fortunately,our government has responded to the short-fall by increasing the number of work passes to foreign nationals. But even so, this remains a tight market when it comes to recruiting and retaining quality people. Professionals here can and do command incredible salaries. People change jobs frequently because it's a seller's market; supply goes nowhere near meeting demand. So you have to develop strategies and tactics in the same way our marketing people tackle their markets.' Yet in spite of a tough personnel environment, Kiang says he is not particularly worried about finding the required 45 people.'The bank has a good name.We're well regarded and quite well respected in the market,' he confirms. 'The biggest difficulties I see are assimilating such a large group into our own very specific Rabobank culture.That will be the critical part. And once they're in, we've also got to ensure they stay Neville Kiang with us.You have to offer real career planning and development programs. In Singapore, we're encouraged to think globally. So, in fact, Lai Chong Tuck's appointment as rep in Vietnam is a real advantage.' According to Neville Kiang, it is an indication that the bank is also thinking globally.'It's sending out a message to our people here that if they have the ability, nothing is impossible.The whole world has become our playing field in the present ourselves in that market, which clearly is a huge one. It's very early days, so I don't really want to say much about the details of our initial proposal on entering the market - we've only just presented that plan and no decision has been taken. But what I will say is that setting up a rep office and then waiting a couple of years to move in with a branch is probably not the way to detail - yet. As soon as we have anything definite, we'11 let you know.' TAILORED PRODUCT RANGE It would appear that Singapore Rabobankers are taking the mammoth task of penetrating new markets and interacting with the rest of the international network in their stride. But Singapore's role is the near future, we're expecting to see increased European and US activity in the region. So we're also expecting even closer networking with our branches there - especially if we can open up India.' THE BIG ONE The Indian sub-continent is a major challenge. 'As a bank,' Hannaart says, 'we're involved in a discussion on how to Hans Hannaart proceed. I hate clichés, but this really is a huge market. There's no problem about getting a banking licence in India. But if you apply for one in, say, Bombay, that doesn't necessarily mean you're in the right place. So what we've done is look at more creative ways to position ourselves. We're thinking in terms of some kind of domestic vehicle. But, as I said, I can't go into EXPANSIEDRIFT Alhoewel er nu vestigingen zijn in Hong Kong,Thailand,Taiwan, Maleisië en Vietnam zijn we er nog lang niet. Met veel interesse wordt gekeken naar India, een land met groot potentieel. De wijze waarop de Rabobank hier in de toekomst aanwezig zal zijn wil general manager Hans Hannaart echter nog niet onthullen. De nieuwe markten worden voorzichtig bewerkt. De te behalen hoge marges brengen hoge risico's met zich mee. Voortdurende risico-analyses zijn dan ook van groot belang bij de ontwikkeling van een stabiele portefeuille. Rabobank Singapore Branch I0TH ANNIVERSARY CRUISE

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blad 'What's news' (EN) | 1996 | | pagina 8