Rabobank has developed a Group-wide management and talent development policy.
We consider the talent pool from a broad perspective, based on clear definitions of the terms
'talent' and 'potential', so as to be able to evaluate all colleagues based on the same criteria.
Assessments are one of the tools we use in this process. As part of these efforts, we also
continue to document and monitor talent development, potential and opportunities for
advancement within the organisation.
The best people in the right places
Based on the knowledge acquired in this way, we make every effort to ensure that the best
people end up in the right places, using a process based on talent identification, talent
development, talent management, succession planning and appointments.This input is
subsequently considered during our appointment meetings. During these meetings, a
committee reviews the opportunities available for talent and management. The committee
focuses on talent development and talent rotation, as well as on gender diversity in the
composition of boards of directors and managementteams.
Integrating departments
As part of the process of increasing our organisation's effectiveness, we have integrated the
departments which are involved in talent management and development on behalf of the
bank's Dutch and international entities. We firmly believe that the targeted development of our
talented employees and managers will contribute to the desired culture change and will help
us retain this group of colleagues within our ranks.
Senior management
The bank began using development assessments in 2014 specifically for members of senior
management, including chairmen of local boards of directors. We have been using these
assessments as a tool for management development since 2014. To date, this process has
already resulted in a spate of individual talent profiles and development plans. These profiles
contain individual descriptions of each candidate, along with detailed information on the
personal leadership style and past performance of the candidate and an analysis of their
potential. This targeted development of our senior management will contribute to the culture
change we have initiated.
Trainees
As part of our efforts to attract new talent for Rabobank in a competitive market, we have also
further professionalised our campus recruitment programme. This process begins at the
Bachelor's level and involves unique initiatives such as the RaboBattle, guest lectures by
Rabobank employees, and deal teams comprised of employees who visit their former university
towns to recruit future staff.
Online platforms also play a role in the recruitment process, and the RaboWorkx platform is
designed to attract interest in the bank among specific groups of potential employees.
The bank moreover makes extensive use of various social media, business courses and open
days as part of the recruitment process. Rabobank's policy is also aimed at recruiting talented
graduates in less obvious (i.e. non finance/economics-related) fields and to achieve gender
equality in our recruitment processes to build a diverse population of employees.
The trainee programmes of the future will be more consistent with the needs of the trainees
and the bank's future requirements in the coming period. Key aspects in this regard include
rotation, advancement within the bank's various entities, targeted career guidance and
matching services.
Empowering employees
