PARE. Estonia April 2005. PARE. Estonia April 2005. HUMAN RESOURCES ? RETURN ON INVESTMENT. PARE. Estonia April 2005. Key HR Business Partner Competencies Employee Engagement Is all of it visible ?. PARE. Estonia April 2005. ABN AMRO Bank Global Human Resources Competency Model
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Estonia April 2005
- Championing Change- Acting With Empathy- Building Capability
- Focusing on Results- Acting Courageously- Winning Commitment- Holding Others Accountable
- Thinking Powerfully- Digging for Information- Taking the Initiative
PARTNERING WITH THE BUSINESS
- Focusing on Client Service- Applying Organisational Understanding- Collaborating with Colleagues
The Global HR Competency Model
Partnering with the Business
“Partnering with the business” arises from a deep-seated concern to add value to clients in the business. This calls for understanding of the critical forces that shape clients’ needs, both stated and unexpressed, and is demonstrated through taking action to pre-empt and respond to these needs in order to provide exceptional client service. The effectiveness of these actions is maximised through a considered choice of approach and the application of a profound understanding of the way in which the organisation operates. Maximum value is delivered to the Bank through ensuring that others are kept informed, synergies are harnessed and cross-business working is encouraged.
“Shaping Solutions” is characterised by a well-developed ability to create and shape valuable solutions for the business. This is done in a flexible and pragmatic way, by thinking and acting decisively. The thinking processes that underpin this ability are business-focused and flexible, serving not as an intellectual end in themselves, but rather as a means to shed new light on situations. Such thinking is applied to shape possible courses of action, and to bring insight, interpretation and clarity to issues which are often complex and ambiguous. This insight is made more powerful through the application of relevant information gathered from within and outside the Bank. This cluster calls for a far-sighted view, looking for future opportunities, whilst at the same time acting responsively to current issues.
- Thinking Powerfully
Applying reasoning, that will often be based on experience and/or learning, to understand, clarify and act upon situations encountered
Scanning the internal and external environment to gather and share business, commercial and professional insights that can be applied to deliver organisational benefits
Enabling the Vision
“Enabling the Vision” is demonstrated through a concern to facilitate organisational development and transformation. This involves playing a key role in advocating and driving change, building commitment to it and putting in place the framework which allows the creation of future value. This also calls for understanding of the underlying reasons shaping others’ behaviour and the application of this knowledge to mould interactions and relationships so as to convey messages in the most compelling fashion. A final ingredient is a long-term view of the capability required within HR and the Bank as a whole, harnessed to ensure that any anticipated gaps are filled and to maximise the professional development of others.
- Championing Change
Acting as a catalyst for organisational transformation by building momentum, and creating the infrastructure for lasting change
- Acting with Empathy
Demonstrating appreciation of the diverse perspectives, needs and concerns of individuals and using this to shape effective working relationships
The desire to deliver enhanced business performance and shareholder value lies at the heart of the “Delivering Value” cluster. This is exemplified through a clear, commercial and focused desire for results. It calls for professional self-belief and credibility in the eyes of others, which is built by demonstrating sound and reasoned judgement, conviction and integrity. It calls for the considered deployment of a range of influencing styles, used to bring others from across the business together in pursuit of value-driven goals. The ability to work with and through others effectively (from within and outside the Bank) is crucial; setting clear accountabilities and standards and ensuring delivery against these is an important element for success.
- Focusing on Results
Setting and working to exceed challenging and measurable goals that are clearly aligned with ABN AMRO strategy
- Acting Courageously
Consistently demonstrating belief in one’s own capability and judgement, even when in unfamiliar environments or when confronted with powerful opposition
Why does ABN AMRO measure employee engagement ?
Who measures employee engagement ?
Glad to come into work each day and do this job
Happy to be doing this job at this company
Motivated to go above and beyond the call of duty for this company
Willingness to strive
Support for goals
and values of
Reluctance to leave
Employee Engagement at ABN AMRO
The employee engagement index
8 – Competitiveness: refers to the perceived quality of products and services, innovation, professionalism and speed of response to the market, when compared to competitors, and its perceived external image amongst peers.
9 – Resources: measures to what degree people feel they have access to the resources they need, such as working environment, computer systems and applications, information to do their job.
10 – Cooperation: refers to cooperation at the department, BU and ABN AMRO level, as well as knowledge sharing within and between BU’s.
11 – Work-Life Balance: refers to the pressure as experienced in the job, as well as a suitable work-life balance.
12 – Rewards: refers to the fairness of pay compared to other staff and to similar organisations, whether benefits meets one’s needs, matching pay to performance.
13 –Managing People & Performance: refers to one’s manager’s ability to communicate, strengthen teamwork, provide good feedback on performance and coach, as well as local level leadership style.
14 -Engagement index: includes 13 questions that refer to the individual’s belief in the goals and values of the organisation, their sense of pride, willingness to go the extra mile and intention to stay with the Bank.
1 – Leadership: refers to the way BU Leadership is perceived, whether they are effective leaders, how effective they communicate, and the degree to which they are seen to show empathy.
2 – Vision, Values & Business Principles: refers to the clarity of Senior Management’s Vision, the consistency of actions with the ABN AMRO Business Principles, fairness of management towards employees and the organisation’s reputation and social responsibility.
3 – Decision-making & Accountability: refers to the way people perceive decision-making to take place and the level of accountability as they experience it in their environment.
4 – Talent-Management & Personal Development: refers to training, personal development/growth and career advancement opportunities, as well as perceptions of ABN AMRO’s ability to recruit, develop and retain talent.
5 – Empowerment & Innovation: refers to people’s perceived involvement in decisions and the climate of openness, trust and challenge that exists.
6 – Communication: refers to the availability of information, knowledge of department/BU objectives and ABN AMRO’s values and business principles, the quality of top-down communications.
7 – Customer focus: refers to the importance given to the servicing of internal and external customers, as well as the flexibility and information given to the employee to be able to do so.
Importance of Employee Engagement
* This data is derived from a series of other ISR clients (‘case studies’), but it does not include ABN AMRO data
The Service-Profit Chain posits a chain of effects running from employee opinions to customer satisfaction to business performance.
What are the links for ABN AMRO?
Sales Versus Target
Benefit of Linkage Research In Practice
Key Drivers of Engagement
Some of the links ABN AMRO has already been able to identify
Sales vs. Target