Career
Performance management
Terms of employment
Recruitment and selection, traineeships
Talent development
Utrecht. This new style of working looks at smarter use of buildings, their security and their
facilities services. In the virtual space, it looks at ICT applications and for the employees
themselves, it concerns a new attitude, smarter knowledge deployment, more teamwork,
more empowerment and entrepreneurship.
In 2005, Rabobank introduced performance management. Under this arrangement,
employees and their line managers make agreements on collective targets as well as on
individual performance and competence targets. This new way of working, which involves
arrangements about targets to be achieved, has greatly enhanced the focus on results.
Under the 'Performance management, even better' project, work is done at further
professionalisation in the use of performance management. To that end, Rabobank
organises, inter alia, workshops for HR advisers and HR managers at local Rabobanks and
Rabobank Nederland.
Rabobank's Collective Labour Agreement (CLA) for 2005-2007 expired in May 2007.
Negotiations with the trade unions on a new CLA were difficult, particularly where they
concerned salary trends. Rabobank wished to raise the performance management-based,
variable component within the pay increase, since this might contribute to the organisation's
focus on results. The trade unions believed this step was too big at this time. In the
compromise that was achieved, employees get a raise in their fixed wages in the CLA's first
year and a raise in their fixed wages and their variable pay in its second year. In addition,
the new CLA contains study agreements, in anticipation of Smarter working.
Rabo Bouwfonds intends to harmonise the terms of employment for the separate real
estate units FGH Bank, Bouwfonds and Rabo Vastgoed in 2007. These new terms of
employment will be laid down in Rabo Bouwfonds' new CLA, agreement on which should be
reached in 2008. In connection with the acquisition of Athlon, De Lage Landen's terms of
employment were also harmonised. The actual changes will be implemented in 2008.
In the HRM-vision 'People make the bank - even better', personal and professional
development are coupled to longer working. The average career length is increasing and
during their careers, employees will increasingly be required to respond to ongoing changes.
For employees, personal and professional development is therefore a sheer necessity.
Rabobank believes that good health and good employability together form the key to a
career that is full of vigour.
The labour market sees growing competition in attracting and retaining highly-educated
and talented people. Consequently, it is becoming more and more important for the bank to
present itself as Rabobank Group. The new corporate recruitment brochure entitled
'The world of Rabobank Group' was published in October 2007. In this brochure, all the
different Group entities together present themselves as attractive employers in their
respective segments.
Each year, Rabobank offers traineeships for many young people. Some trainees like it so
well that they decide to join Rabobank. For the Traineeship desk, i.e. the traineeship
mediator at Rabobank Nederland, raising the number of trainees with ethnic minority
backgrounds was again a spearhead in 2007. Most trainees are indigenous; 19% are from
ethnic minorities.
Rabobank Group's Management and Talent Development department set up a special
programme in 2007. The aim of this programme, in alignment with the Strategic Framework,
is to regulate succession management for senior and executive managers, to remove
hindrances for the flow of staff between Group entities and to promote the internal mobility
