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The four dimensions of Rabo Leadership
RABO
LEADERSHIP
About this
Report
Chairman's
Foreword
Corporate
Management Report Appendices Governance
Consolidated Financial Company Financial
Statements Statements
the work place, for example, by interventions like vitality rooms
at several locations, making the staircases more attractive and
promoting healthy nutrition.
Key Figures
Most of our employees in the Netherlands are vital and energetic:
77.8% of all employees indicate they feel vital and 63.7% report
having enough energy. 10.5% of staff indicate they suffer from
work stress.
Absenteeism rates in the Netherlands rose to 4.3% in a rolling 12-
month period in 2018, exceeding the 2017 figure of 4.0% and the
Occupational Health Safety standard of 3.7%. Of those absent
due to sickness, 76% had returned to work fully within a week
(78% in 2017). In 2018,48% of employees never called in sick (50%
in 2017).
Leadership
Inspiring Leaders
In 2018 a series of events further acquainted managers with the
Rabobank Leadership Model. Last spring, we organized a two-day
leadership event for approximately 800 employees worldwide.
The goal was to inspire and encourage formal and informal
leaders to enhance and cultivate their leadership and innovation
skills. In September, we took the next step with approximately 209
senior managers atthe second edition of'Unplugged -The Rabo
Leadership Experience'.The Rabobank Leadership Model is
emphasized in recruitment and talent development as well. In
2019, we will expand our focus from building formal leadership
to include agile leadership.
Talent
Talen t Management
In 2018 the first Future Leadership Journey program was
delivered. Participants of the program choose their own learning
path. The group consisted of 48 talented colleagues from across
the bank, each with their own backgrounds, professional and
personal experience. The Journey was framed by Rabobank's
Leadership Model.
In 2018 the HR Innohub was created to experiment with using
new technology to find, select and utilize talent. HR Innohub has
already taken steps to accelerate the adoption of new
technologies in HR, like mimicking client conversations with a
robot and using blockchain to let employees more easily store
and share personal certifications when applying for new roles.The
developments in robotization were reported in the media and
we were shortlisted for the most innovative Learning Technology
products at the LT18Awards.
Nurturing Employee Growth
With continuous dialogue based on appreciative inquiry
techniques, managers can help employees to think about their
development, behavior, and their own contribution toward
Rabobank's mission. By using the GROW! model (which stands for
Goal, Reality, Options and Way forward), we focus on personal
employee growth. Employees in various departments have
become GROW! ambassadors who share their positive feedback
techniques and advice about encouraging open conversations.
Individual Leadership Network Leadership
Personal
A Rabobank leader takes full responsiblitiy for
his or her actions, and develops through
craftsmanship, vitality and adaptability
A Rabobank leader creates, facilitates and
inspires high-performing teams and is focused
on developing the team in order to get results
One Rabo
A Rabobank leader leads Rabobank as a whole,
takes responsibility for the collective and
creates maximum impact and results by
working together
Community
A Rabobank leader recognises and leverages
our unique ability to connect clients and
stakeholders to build a better world
Based on the Enterprise Leadership model from CEB Research
Annual Report 2018 - Management Report
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