Employees
Introduction
2011 was an eventful year from an HR perspective. It saw the publication of the
new HR Vision and the Vision on Management Development, which both look at
what working for Rabobank will be like in the future. Moreover, the agenda was
dominated by the RN 2011 project. This programme has major consequences for
a substantial group of Rabobank Nederland employees. In the second half of
2011, the spotlight was on the issue of remuneration. A group remuneration
policy was developed and implemented in a short space of time. Finally, a new
collective bargaining agreement (CBA) for Rabobank, De Lage Landen and Rabo
Real Estate Group was concluded with the unions in 2011
HR vision
'People connect the bank' is the updated version of our HR vision, 'People Make the Bank, Even
Better'. The new vision is based on four perspectives on being connected - with clients, with
society, with each other and with the future.These perspectives complement perfectly
Rabobank's cooperative beliefs. Three HR challenges have been inferred from the HR vision.
These are long-term employability, development of personal leadership and flexibility.
Together with the visions on other HR issues, such as remuneration, learning and development,
and management development, the HR vision forms an integrated whole.
Management development
The desire to raise management development to another level led to the new vision on
management development,'The story of MD; next level MD'.The essence of the new vision is
the need to establish more explicit links with the development of the organisation, in
accordance with the Strategic Framework. Also in 2011, a start was made on the updated
management curriculum, which is the training programme for managers and team leaders at
Rabobank Group. This programme describes the context in which Rabobank operates and
challenges managers to apply this in their own annual plans and in daily practice. They also
learn to enter into effective dialogues with their people.
Training and education
In today's rapidly changing world, Rabobank is asking its employees to continue to learn new
skills in order to maintain their high professional standards.The training systems that supported
this process have turned out not to be future-proof any more. The new learning system was
developed, tested and implemented at 17 banks involved in the pilot project in 2011. The result
is a more efficient logistic training process. Moreover, in this way employees gain insight into
the qualifications that they already have and the development opportunities that are relevant
to their jobs. Since management gains a good understanding of the qualifications held by
employees, the system also supports the dialogue on professional skills conducted by managers
and employees. The system will be implemented at all local Rabobanks early in 2012.
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Employees
