Marco Krapels
Hands-on
Travelling the same road
The process is not as complicated as
it seems, it'sjust a matter of linking
systems so that we can provide optima!
opportunities for employees to develop.
Managers are able to provide adequate
feedback to staff as to how they are
achieving results. Based on this
information, we also have a means for
rewarding individual accomplishments.
Basically, what we are talking about is
converting plans to action and making
strategie plans more operational,' Den
Dekker says.
'Rabobank International uses the EASY
System globally,' adds Den Dekker, 'with
a single performance management form worldwide, and this
helps GFM to structure the process and be very clear about
time-lines and methods. We also set interim goals, where we
find gaps, to make sure we focus on them.'
During the QAP process, Desk Heads were consulted on a one-
to-one basis, the results of which have been very positive as it
encouraged people to think deeper and share ideas. 'Everyone
has a better idea of the interaction and interdependency
within GFM, and this has been a great way to harness energy. It
creates one central focus, and in this way we can avoid double-
up and be more effective,' says Northway.
Seale is also positive about the 'hands-on' nature of the process.
'Through the Desk Plans, people have a better understanding
of common goals and can set targets across desks within GFM
and to other areas of Rl and the Group, which makes the GFM
Business Plan and Balanced Scorecard much more tangible,'
he says.
There is no doubt that some were sceptical at first about the
Desk Plans and EASY, and saw it asjust more boring form-
filling. But this perception has changed, and Northway is
among those who are now positive that these processes have
laid a solid foundation for the future. 'It has forced everyone to
have a concrete plan within a realistic time-frame which has
turned out to be more successful than I first thought. It has also
helped people to work more efficiently towards their targets,
because those targets have been made a lot clearer.'
Marco Krapels, Fiead of GFM Corporate Markets Europe,
London, agrees. 'When I was asked to write a business plan,
it dovetailed very nicely into linking GFM's higher level goals
to the objectives I need to set for my team, making it a very
useful tooi.'
Krapels sees clear goal-setting and performance measurement
as a road map and finds it extremely important that GFM and
the Corporate Bank are now travelling the same road. 'I need to
work in very close partnership with the Corporate Bank,
24 J The Word
