Employees have a crucial role to play when it comes to achieving Rabobank
Group's ambitions. There is a need for employees with expertise who focus
on results and are enterprising and committed. These qualities call for
continuing education, particularly at this juncture. HR policy therefore pays
attention to training and ensuring optimum employability. During 2010 a
start was made on updating the HR vision. This updated vision will provide
employees and managers with a view of the direction that the bank will
take in HR in the next few years. Sound labour relations provide the
starting point for employer-employee interaction, while employees are
the bearers of the internal culture.
Vision of learning and development
Rabobank's aim is to offer its employees a flexible, rich learning environment with an extensive
range of training opportunities. To achieve that aim, a Vision of Learning and Development
was written in 2009. In 2010, this vision was brought extensively to the attention of various
target groups across the organisation. The vision is based specifically on the bank's core
values. Learning also takes place at the employee's own desk and together with colleagues.
Given this, the current curriculum and systems are to be overhauled in the next few years,
making it easier for employees and managers to keep track of the training opportunities
available at the bank. Training materials are supplied in digital form to an increasing extent
(this is done partly with a view to enhancing sustainability) and we are experimenting with
other forms of virtual learning and e-coaching (remote coaching using digital tools).
Management and talent development
One of the four preconditions for achieving Rabobank's ambitions, as set out in the Strategic
Framework, is talent development. The Management and Talent Development (MTD) unit
started to introduce this programme in early 2007. Talent programmes exist for various levels
of employees, ranging from middle management to executive staff, and the focus of these
programmes has now been expanded to include lateral career development as well as
opportunities for promotion.
During 2010 a start was made on the revised management curriculum. Programmes are
offered that tie in with day-to-day activities and make use of new tools for learning, such as
learning portals, in order to provide a proper framework for management development.
Rabobank's Core Profile serves as a guide for all training courses and HR tools.
There were a number of internal appointments at Rabo Real Estate Group in 2010, which
were in part the result of efforts in recent years to assess potential at the group entity.
The assessments of potential and succession-related issues focused on the management
teams and divisions of Rabo Real Estate Group.
Expert employees
The legislature lays down strict requirements concerning the expertise of bank employees.
Following a focus on continuing education in order to achieve the required standards of
expertise in 2009, the focus in 2010 was on quality. The bank believes that having competent
employees means more than obtaining the certification required by law. The ultimate indication
of an employee's expertise is not a certificate but the ability to provide expert advice to clients.
