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Giovanni Manchia

Amsterdam, 2 June 2017

The Agile HR organisation

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Introduction to Giovanni Manchia

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• 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

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CASE FOR CHANGE

HR PROFESSIONAL

POOL

DESIGN PRICIPLES

The Agile HR Organisation

NEW WAY OF

WORKING

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CASE FOR CHANGE

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Rabobank is going through the biggest transformation ever

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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

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And the old HR wasn’t ready for that

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DESIGN PRICIPLES

The Agile HR Organisation

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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

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HR’s primary focus is the business

Every HR activity needs to be sponsored by the business (… unless it is a legal requirement)

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The HR Operating Model offers optimal agility

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HR makes clear choices in strategic themes to focus on

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HR strategy is based on facts and analyses

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HR Professional

Pool

Employee Experience Centre

HR

Account

Managers

CoE

ExpertsA B

C

D

Agile HR Operating Model

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HR PROFESSIONAL

POOL

The Agile HR Organisation

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A flexible pool of HR Professionals (with ‘M shaped Profile)

Business requests

▪Individual Cases

▪COE projects/requests

Staffer Matching

between projects

and capabilities

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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

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The Agile HR Organisation

NEW WAY OF

WORKING

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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

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“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

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CASE FOR CHANGE

HR PROFESSIONAL

POOL

DESIGN PRICIPLES

The Agile HR Organisation

NEW WAY OF

WORKING