Future employees
Internal mobility and management
development
own talent, with recruitment, mobility, longer
employability and employee development as
central elements. Employees must grow, both
in their current jobs and towards their next job.
Indeed, they must grow throughout their
career - and that career will span more years in
the future.
The recovery in the labour market and the
growing number of vacancies at Rabobank
led to the establishment of a labour market
department at Rabobank Nederland in early
2006. Its task is to contribute to the inflow of new
employees. In a new and developing labour
market proposition, Rabobank wishes to
enhance its image as an attractive commercial
employer with plenty of career opportunities.
In order to strengthen its profile in the labour
market, it participated in various national and
regional career events. In addition, a number of
national recruitment campaigns were initiated,
including one where candidates for jobs at
local Rabobanks were recruited at a central
point. In an external annual brand survey of
employer popularity in the Netherlands by
Intermediair magazine, Rabobank was the best
employer in the banking sector, ranking third
overall, behind Philips and Shell. Rabobank is
the most popular employer among highly
educated women.
Internal mobility, including mobility between
the units, is essential for the retention and
development of talent. Employees should be
made more aware of the fact that Rabobank
Group is a single organisation where they can
build a career. Rabobank's decentralised
structure has no central management of
internal mobility, as a result of which there is
too little flow of employees between Group
units. In 2006, a number of steps were taken
to promote internal mobility. To this end, a
Group-wide programme for talent identification
and development was set up. Ultimately, this
should result in added value for both employees
and Rabobank Group, and, in the long term,
will provide for a significant need for manage
ment. A separate Management and Talent
Development department was established for
this purpose. In addition, the vacancy bank
was improved in 2006, with intensified
communication about mobility and the part
the employees themselves have to play in this
respect.
Finally, under the Talent for Development
Program, Rabo Exchange and Rabobank
International, Rabobank Group enhanced
the development and management of its
employees' international mobility.
Breakdown of staff numbers at Rabobank Group
Netherlands
Abroad
Total 2006
Total 2005
Domestic retail banking
34,222
-
34,222
33,797
Wholesale banking and international retail banking
1,629
5,106
6,735
5,989
Asset management and investment
1,581
1,692
3,273
1,962
Leasing
1,346
2,981
4,327
3,143
Real estate
1,271
489
1,760
336
Support units and other
5,892
-
5,892
5,761
Rabobank Group
45,941
10,268
56,209
50,988
Absenteeism
3.6%
3.7%
Employee satisfaction
87%
81%
Training investments (in EUR millions)
76.9
68.7
90 Rabobank Group Annual Report 2006
