Developing talent and competencies
Our output and impact
Our people are the most important keys to change within the organisation. We therefore work
continuously on staff development, laying the foundations for them to provide the best possible
service to our customers, now and in the future. Their personal and professional development is not
only a valuable outlet for them to express their passion for the job - it also helps to contribute to the
sustainable development of the bank.
Contents Foreword Management report Corporate governance Consolidated Financial Statements Company Financial Statements Pillar 3
Three central themes
To support our employees to execute the strategy of the bank
and its four strategic pillars in particular, we have introduced
three central themes for employee development: Empowering
employees, Organisational performance health and Employee
journeys.
Empowering employees is about promoting clear and involved
leadership, individual responsibility and risk awareness in
all layers of the organisation. It requires professionalism
and expertise, but also capacity for change. Organisational
performance health turns not only on solid performance,
but also on strong directional leadership to build a culture
of continuous improvement and innovation. Our new
performance management model GROW! supports our positive
and short-cycle approach to performance management
and development. The Employee journeys theme entails the
optimisation and standardisation of HR services to improve
career planning and development. Just like our customers, our
employees want simple products and services, a high level
of self-service where possible and, where necessary, personal
support to do the best possible job. Employees are given the
freedom to engage and develop themselves and their talents
in an inspiring working environment, allowing for development
that will ensure their continued ability to provide added value
to customers, their colleagues and the bank. This is achieved
through an innovative and effective approach to informing,
inspiring and supporting our employees to continue to learn
based on a commitment to learning and development.
Our core values in recruitment
We emphasise the competencies 'cooperation' and 'customer
focus' in our recruitment, while painting a picture of our bank
based on our cooperative identity. We see sustainability as
a part of our cooperative identity and one of our core values.
Sustainability is determined in function profiles and is part of
the performance agreements and the employee's individual
evaluation. We believe it is important that managers lead by
example. All management courses encourage managers to
integrate cooperative values into their daily work.
Our Human Resources department is facilitating a process
of restructuring the organisation. Although we realise
that ourambition to introduce a systematic approach to
sustainability in recruitment and selection has not yet been
fully accomplished due to a staffing shortage in 2016, our
ambition is deep-seated and we will introduce an action plan
in 2017 aimed at achieving it.
All new Rabobank employees are offered an introduction
programme that explains our identity and core values.
This programme also addresses how sustainability translates
into daily practices. These topics are also addressed in the Rabo
Global Traineeship programme.
However, Rabobank is still in the midst of a reorganisation.
Successive reorganisations led to an increase in job
redundancies in 2016 as we continue to implement our new
strategy. Rabobank feels a responsibility to assist employees
whose positions have become redundant and is providing
professional guidance to facilitate their search for another job.
We introduced the 'active mobility' phase to allow employees
in positions that will be subject to major changes to prepare for
potential redundancies and to offer support in finding a new
job within Rabobank or elsewhere. While some employees
98 Rabobank Annual Report 2016