Growing a better world together
Contents Introduction Management report Appendices Corporate governance Consolidated Financial Statements Company Financial Statements
The Rabo Leadership profile was first shared with senior
management at an offsite leadership event in September 2017.
This event, named'Unplugged - the Rabo Leadership Experience',
was organised by the HR and Communications departments to
kick off Rabobank's new proposition and leadership profile
worldwide roll-out.
Talent
Talen t management
As the world evolves, and Rabobank with it, so must the approach
ensuring we have the right people, in the right roles at the right
time. In 2017 we saw an increase in the need to facilitate the
placement of employees quickly for short- term projects and
initiatives, based on their specific skills and knowledge. We
anticipate that this need will further increase in the future, as work
transitions from functions to roles. For this reason, a major focus
for talent management in 2018 will be to leverage new
technology to find, select and utilise talent more effectively across
the Rabobank Group, thereby growing a better world together.
Nurturing employee growth
Employee performance is the key to Rabobank's aim of being a
high-performance bank for clients in this fast-changing world.
In January 2017, we therefore introduced the GROW! model, a
new way to manage all employees'performance. We no longer
use fixed targets, but focus on the growth of all our employees
and Rabobank as a whole. We encourage employees to engage
in ongoing dialogue about their own contribution, behaviour
and development, using appreciative inquiry techniques and
regular feedback sessions.
The GROW! model uses a language very different from our
previous performance management system. We monitored
sentiment and word choice through text analytics and used
these insights to track the implementation of GROWL The analyses
showed us that Rabobank is undergoing a positive cultural shift.
Non-judgemental words describing personal qualities, such as
'enthusiasm', 'helpful'and 'honest', are used more often, rather
than words that focus on targets, which previously dominated.
Culture
Engagement
In September 2017, Rabobank announced its new mission of
the organisation: 'Growing a better world together'. Rabobank
believes that an organisation striving for success in the long-
term should not only focus on the performance of today
(performance), but also on the ability to ensure that strong
performance in the future (health). Performance and health
must be in balance with each other. In January 2018, a cross-
functional 'Performance Health'team will begin workingl on
the implementation of the transformation: one team, one goal.
To know where we stand in this strategic and cultural
transformation, we regularly measure employee culture and
engagement. In 2017, we used two tools for this purpose:
the Engagement Scan (previously known as Pulse) and the
Organisational Health Index (OHI).
The Engagement Scan is a short-cycle instrument measuring
engagement from a local and organisational perspective. The
Engagement Scan contains questions about the individual and
Mission
Vision Banking for the Netherlands Banking for Food
Strategy
Excellent customer focus H Meaningful cooperative
Values
We are dient-driven
and action-oriented
We are purposeful
and courageous
Behaviour
I go the extra mile
for my clients
I dare to make a difference
for the world
I am doing the right thing
exceptionally well
We are professional
and considerate
V
Empowered employees
We bring out the best in each
other and keep learning
I make you better
Rabobank Annual Report 2017 - Management report
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