Following the introduction of the core values within the organisation, 2010 saw special sessions at all levels focused on keeping the core values alive and ensure that they are kept at the heart of everybody’s work.
During these sessions, employees held discussions among themselves and with their superiors in order to determine the meaning of the core values for their work and how they intend to bring them into practice.
To finalise these sessions, a core values day was held for the entire bank on 22 November. On twenty locations spread over the country, the Board of Managing Directors teamed up with the general managers to talk with our employees. A survey among our staff shows that more than eighty percent believed that the meetings were a good instrument to bring the core values to their attention.
The focus in the organisation on core values is in line with the call from the De Wit Committee to bring about a behavioural change in the sector.
360 degrees feedback
After a successful pilot in 2009, the 360 degrees feedback instrument was implemented in 2010. Based on the bank’s core values, superiors and employees ask a number of colleagues to give feedback on their performance. This feedback is incorporated in a report, which is used by the employee as a basis for a discussion with colleagues and the manager. Subsequently, a personal development plan can be drawn up and personal targets can be formulated. In the reporting year, 1,551 feedback requests were made and the HRM department organised 25 workshops for managers.
In 2011, an employee satisfaction survey will be held.
