Rabobank Group workforce reduced
Inflow of new staff
Mirror of society
The new Collective Labour Agreement 2005-2007
A sustainable relationship, not a job for life
Performance Management
Investing in employability
24 Rabobank Group Annual Report 2005
The people at Rabobank
an outflow of 509 FTEs under Operation Service. Arrangements for sur
plus staff and possibilities for relocation were made in close consultation
with the staff representative bodies.
Rabobank Group's workforce declined by a total of 5,336 staff in 2005 to
50,988. Adjusted for Interpolis, the number of staff increased by 487,
mainly due to growth abroad. Job positions were lost particularly at
local Rabobanks and at Rabobank Nederland, due mainly to the further
implementation of current efficiency programmes, growing digitalisation
and the associated popularity of electronic banking and the local mergers.
At Rabobank Nederland, positions were eliminated under Operation
Service. At the same time, new positions were created as a result of new
activities and because duties performed at the local Rabobanks were
transferred to Rabobank Nederland. On balance, the number of employ
ees at Rabobank Nederland declined more than 100 in 2005 to 5,695.
In order to ensure continuous renewal, over 3,000 new employees
joined Rabobank. There was an inflow of better educated staff into all
Group entities. For top talents among graduates, two trainee program
mes have been started with around twenty participants each.
Rabobank aims to be a proper mirror of society. Diversity in its people
and their cultures makes it easier to respond to the expectations of
modern customers and the changes in society. In recent years, there has
been a greater focus on the recruitment of non-indigenous staff.
Numerous activities are developed in that context in the large cities in
particular, partly in view of Rabobank's target to gain market share in
urban areas as well. At present, 8.7% of all Rabobank staff are non-indi
genous. For a number of years, the bank has been actively seeking
opportunities to appoint more women in senior functions, and success
fully so: at present, 10% of senior management are women, against 4%
in 2000.
In mid-2005, a new Collective Labour Agreement (CLA) was concluded
with the trade unions for the period 2005-2007. It anticipates numerous
changes in conditions of employment that staff will face as from 2006.
These changes are the consequences of new legislation on early retire
ment, (pre)pension, life-span leave, a new disability policy, the introduc
tion of the new basic health care insurance and changing tax rules for
death benefits. Many of these changes came into effect on 1 January
2006. The consequences of this new legislation have been incorporated
in the new CLA, including not only repair measures but, in particular,
also taking another step towards further renewal of the employment
conditions package. In this respect, Rabobank has a leading position on
several scores, for example with the introduction of a personal budget
and by offering more pension plan options. This renewal renders staff
more accountable for the composition of their employment conditions
package and for the consequences of their choices. This dovetails with
the development envisaged by Rabobank: to give employees (greater)
control over their own future.
Rabobank's human resources policy is based on a long-term, sustained
and sustainable relationship with employees. The bank expects them to
successfully and enthusiastically commit themselves and all their talents
to the bank and its clients. Mobility is an important factor in maintaining
a vigorous organisation. Consequently, an effort is being made to
promote the flow of staff between different Group entities and local
Rabobanks, partly in response to the changing demand from the local
Rabobanks. The upscaling has resulted in a need for more demanding
management positions. In addition, more highly educated commercial
staff and business management specialists are required.
Promotion opportunities abound for employees who have proved
themselves successful. If an employee at some point does not completely
fit his/her job description but his/her talents are valuable to the bank at
a lower job and salary level, then demotion is possible. If there is no
suitable job in the organisation, the employee concerned can count on
ample support in finding new opportunities outside the organisation.
In exchange for the efforts of its staff, Rabobank invests substantially in
coaching and training and it rewards good efforts with an excellent
salary and generous fringe benefits.
In 2005, a new remuneration and assessment system was started, entitled
Performance Management. This system stimulates result-driven
(co-)operation by agreeing clear and measurable targets, which are linked
to both fixed and variable remuneration. At the beginning of 2005,
targets for 2005 were agreed with all employees individually. At various
points during the year, staff and their line managers reviewed the agree
ments. The first remuneration based on the new system will follow in
2006. Several entities within Rabobank Group, such as Robeco and Alex,
use some form of performance assessment and variable remuneration.
A personal development plan is important, especially in these times of
many change projects and mergers. Both employers and employees
have a mutual interest in the broadest staff employability possible.
In order to implement this aspect in further detail, a development plan
is drawn up in consultation between the employee and his/her line
manager that is tailored to the individual. Practical tools are available to
both staff and managers for the purpose of drawing up this personal
development plan (PDP).
