Employees
People make the difference
Employees form the heart of Rabobank. Together they shape
the experiences clients have with the bank. The bank's
employees can make a real difference, especially in a market
where financial products and services have fewer and fewer
distinguishing features. In turbulent times, connecting with
clients is crucial to our success. A great deal is therefore
demanded from employees, who need to have the
professional skills to put customer care into practice.
HR vision
Change processes
Leadership
The essence of the vision for human resources (HR) is that cooperative banking in turbulent
financial and economic times requires more than ever that connections are made on many
levels. Cooperative bankers connect with clients, with society, with each other and with
the future. This explains the title of the HR vision, 'People connect the bank'. Together with
the visions on other HR issues, such as remuneration, learning and development, and
management development, the HR vision forms an integrated whole.
The Netherlands currently has a weak economy and stricter rules and regulations are in force
for financial services. In addition, the housing market is sluggish and the country is dealing
with the impact of austerity measures. These challenges require all employees to be flexible
and adaptable. The local Rabobanks will look very different in 2016 than they do now.
The contours of these challenges became clear in the course of 2012 and, after having been
widely discussed within the organisation, also with employee representatives, they were
included in the updated Strategic Framework for the period 2013-2016. They were then
expanded and further developed to produce the Vision on Rabobank in the Netherlands in
2016.The developments outlined in that vision, which include redesigning working procedures,
substantial cost savings and job cuts, will call for a range of HR tools to be used in order to
maintain and build on our robust position in the next few years. This also means that the
entire pay-and-benefits package will have to be adjusted.
In 2012, Rabobank's HR department focused primarily on the issues of leadership,
employability and vitality, being an employer of choice, and remuneration.
Shaping and guiding the changes described above requires strong personal leadership.
At group level, Rabobank offers talent development programmes and a management
curriculum. In 2012,193 employees from local Rabobanks, Rabobank Nederland, Rabobank
International and subsidiaries took part in the talent development programmes. The focus of
the programmes was on developing an individual style of leadership that is in keeping with
Rabobank's cooperative identity. The management curriculum, which is open to all managers
and has a strong focus on leadership during change processes and process management,
was followed by 297 managers. The Rabobank Management Interviews currently provide
147 participants with the basic skills they need to fulfil their role and duties as a manager
78 Annual Report 2012 Rabobank Group
