The Agile HR organisation - GLC Europevideo.glceurope.com/presi/HR7/Ppts for the link...
Transcript of The Agile HR organisation - GLC Europevideo.glceurope.com/presi/HR7/Ppts for the link...
34
• Amongst the world’s largest banks
• 13.4% common Tier 1-Ratio
• EUR 670 bln in assets
• Over 1,300 offices in 40 countries
• 50,000 employees
Introduction to Rabobank Group
Rabobank Group operates in 40 countries around the world with Rabobank and its subsidiaries
Argentina | Australia | Austria | Belgium | Brazil |
Canada | Cayman Islands | Chile | China | Curaçao |
Czech Republic | Denmark | Finland | France |
Germany | Hungary | India | Indonesia | Ireland |
Italy | Japan | Luxembourg | Malaysia | Mauritius |
Mexico | New Zealand | Norway | Poland | Portugal |
Romania | Russia | Singapore | South Korea | Spain |
Sweden | Switzerland | The Netherlands | Turkey |
United Kingdom | United States
40countries
Rabobank Foundationsupports projects in 25 countries
Bolivia | Brasil | Cambodia | Colombia |
Ecuador | Ethiopia | Ghana | India |
Indonesia | Ivory Coast | Kenya | Laos |
Mali | Mexico | Mozambique | Nicaragua |
Peru | Philippines | Rwanda | Senegal | Sri
Lanka | Tanzania | The Netherlands |
Uganda | Vietnam
25countries
Rabo Developmentholds non-controlling interests in 8 partner banks and provides advice and support for various projects
Brazil | Cameroon | China | Ethiopia |
Ghana | India | Ivory Coast | Kenya |
Mozambique | Paraguay | Peru |
Philippines | Rwanda | South Africa |
Tanzania | Uganda | Vietnam | Zambia
18 countries
Rabobank
Wholesale Rural & Retailhas offices in 661 locations in 30 countries
30countries
Argentina | Australia | Belgium | Brazil | Canada |
Cayman Islands | Chile | China | Curaçao | France |
Germany | India | Indonesia | Ireland | Italy | Japan |
Luxembourg | Malaysia | Mauritius | Mexico |
New Zealand | Poland | Russia | Singapore | Spain |
St Maarten | The Netherlands | Turkey |
United Kingdom | United States
Size
4
CASE FOR CHANGE
HR PROFESSIONAL
POOL
DESIGN PRICIPLES
The Agile HR Organisation
NEW WAY OF
WORKING
7
OLD VS NEW/
INTERNAL VS
EXTERNAL
The road ahead in banking: transition, transition, transition
NEW BUSINESS MODELS
VS REGULATION
IN-DEPTH
PROFESSIONALS
VS FLEXIBILITY
NEW WAY OF
WORKING/
CULTURE
10
Transformation design principles
HR’s primary focus is the business
The HR Operating Model offers optimal agility
HR makes clear choices in strategic themes to focus on in the coming years
HR strategy is based on facts and analyses
11
HR’s primary focus is the business
Every HR activity needs to be sponsored by the business (… unless it is a legal requirement)
15
HR Professional
Pool
Employee Experience Centre
HR
Account
Managers
CoE
ExpertsA B
C
D
Agile HR Operating Model
17
A flexible pool of HR Professionals (with ‘M shaped Profile)
Business requests
▪Individual Cases
▪COE projects/requests
Staffer Matching
between projects
and capabilities
18
Line management activities are split in 4 different roles
Overview of the clasic Linemanager spilt into four different roles
Expert
Business Partner
Staffer
Content/
expertise
Employer activities
Coaching Resourcing
Lead Expert
Business Partner
Head Support
20
Working in Cross Functional Teams
• Teams in which all stakeholders are represented directly
reduce silos and labor intensive reconciliation
• Each team brings value from his own discipline or role
both in "running" and "changing"
• A Cross Functional Team teams always bring people
with the right expertise together
• Cross-functional teams can arrange flexibly in their own
process
Principles
Management by exception
Delegation of responsibilities
Keep attention
21
“The Way-We-Work’ activities
Working in Cross Functional
Teams
• Principles of working in a XFT
• Scrum
(Personal) Leadership
• Coaching
• Providing direction
• Taking ownership
Continious Improvement
• LEAN
• Standardized working
Working in pools
• Demand management
• Flow to the work
• Contract Management