WHAT'S NewS Issue 9 October 1997 human resources 15 nlace in the Netherlands, will bring the ■ivo sides together. It will show how individual cliënt requirements can be matched with areas of RI expertise. In the two-month intervals between sessions, members of each subgroup will remain in contact as they evolve a solution to the research challenge they originally set for themselves at the start of the course. Finally, at the end of the programme, participants will receive an assessment and a special certification. FINE-TUNING Van de Schraaf stresses that this general outline for the program is far from finalized. Indeed, the lessons derived from early courses will be applied to the design of those that follow, so that the program can evolve in a dynamic and responsive |Way. 'We've deliberately avoided Ppecifying some of the details at this early stage in the game because we want to learn from the program as it proceeds. We will fine-tune our approach from one class to the next. Although this may seem vague to some readers, we think it is actually well-adapted to the realities of the market at large. After all, our task is not just to ROLE DEFINITIONS The rapid structural transformation triggered by our new Customer Focus Strategy has prompted the Utrecht-based human resources departmenttoconsider a range of fundamental questions about the way in which we work. Aided by Towers Perrin - the global management consultants - human resources is kdeveloping methods to insure that our "organizational capabilities, our training programs and our remuneration policies all contribute to meeting the bank's newly- defined priorities.They are also trying to decide how certain professional roles should be defined,and what competencies are needed to perform these roles effectively.This is a groundbreaking effort to establish a common framework that will apply throughout the entire organization. Flip Goudsmit, head of human resources, says that policy formulation has been marked by close cooperation between HR and the offices. Since early this year, project staff have conducted numerous interviews throughout the RI network in an effort to define the specific responsibilities and competencies associated with some 20 professional roles.These include (for kexample) Credit Analyst, Department Head, Relationship Manager, General Manager and Trader. Work is underway to define 'training profiles'associated with these roles. Flip Goudsmit defining roles. convey specific kinds of knowledge. We are trying to configure a training method that will promote a dynamic approach to serving the market. In the future, people won't be directed from the top down; there won't be detailed road maps to guide their actions at every step of the way. A good relationship manager will have to become an innovator who can identify opportunities and react to continuously changing circumstances. The course will be designed to reinforce this message.' SELECTION PROCESS Meantime, the selection of participants for the pioneer group in January will begin as early as this month. Potential applicants are invited to approach the Academy on the Internet at: A.M.Klardie@RN.Rabobank.nl. Many will be carefully watching the innovations at the F&A program as it proceeds. KNOW HOW EXCHANGE Recently, general managers were invited to appoint delegates to attend a series of regional conferences in September and October and discuss the main themes of our emerging FIR strategy. The conferences will carefully review concrete proposals for new functional role models, staff appraisal policies, and performance management procedures. Once modified, these proposals will then be presented at the general managers conference in November and (hopefully) finalized at the same time. In a later phase that will build on this outcome, a remuneration study will consider the design of an improved reward system - one that will enable us to retain high-quality talent and at the same time provide incentives for a dynamic exchange of knowledge and expertise within the RI group. 'With our new strategy and our rapid expansion, it has become essential to have a common framework within which people in far- NEW STAFF INTRODUCTION PACKAGES As part of the continuing effort to sharpen our competitive skills, a new training program in the field ofcorporate risk analysis has now been unveiled. Invitations have been dispatched to management teams throughout the network requesting that account managers and credit personnel be nominated to take part in the courses, aimed at enhancing basic and advanced risk analysis skills.These courses will be offered in regional centres throughout the network and will be conducted by Financial Projections, a company owned by the renowned financial training advisor,Ms.Ann Duffin.The'Level One'program will provide a structured introduction to the theoretical underpinnings of risk analysis, while the 'LevelTwo'course will consider more complex financial structures. In the Level One program, participants will consider key issues in business and financial risk analysis induding what market factors can impact on a clients ability to service debt, and what information can be gleaned from financial accounts to asses debt service capacity, operating efficiency and overall financial stability.Those who take part will be expected to produce a written risk analysis on a real-life credit application in which they have been involved.The Level Two program is intended for senior account managers and credit personnel involved in structuring complex deals for large corporate clients. It will take the form of a five-day workshop using case studies and actual examples from the Bank's files. INTRODUCTORY VIDEO Human resources recently released an introductory video for prospective and new employees which has now been sent to all offices. In the 14-minute recording, Arthur Arnold explains Rabobank Internationals main strategie objectives. Colleagues from throughout the network describe our initiatives in corporate banking, private banking and investment banking.Those who have not yet seen the new video should contact either their general or human resources managers. flung areas of competence can understand and access each others' skills,' says Goudsmit. 'This framework will ultimately insure that we can meet our staffing needs with the highest quality personnel.'

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