our people and our values

human resources

With new tools and processes in place, Human Resources focused in 2007 on servicing the needs of the business in the areas of Recruitment and Selection, Talent Development and Succession Management, and Performance Management and Reward. Our goal is to create a sustainable high-performance culture at NIBC.

We have moved ahead with the implementation of our successful HR123 strategy, a framework designed to deliver highly effective and professional solutions in a simple and pragmatic way. Whereas in 2006 we focused on the (re)design of new and existing HR processes and tools, in 2007 we improved our focus on the internal client and improved execution of the new processes and tools. Towards that aim we increased the number of HR business partner teams who serve as HR contact points for managers in specific business areas.

Performance Management and Reward

NIBC's new performance management process were fully implemented in 2007, ensuring employees are evaluated more effectively against NIBC's business principles (NIBC7) and personal targets. We introduced new calibration sessions for management teams, in which the relative performance of employees is discussed on the basis of facts and data resulting in broadly supported performance ratings. This gives employees the guarantee that their evaluation process is both objective and robust.

Talent Development and Succession Management

We have continued to build our repertoire of development instruments and maintained our strong focus on providing inspiring and challenging learning opportunities. Our efforts are focused not only on our leadership group but on our entire professional workforce. In the year we increased the number of 'Development Centres' which help our professionals to obtain a better understanding of both their strengths and development needs. At the same time, we have made extensive use of the web-based learning tool, MyLearning Plaza, which helps our employees find the appropriate training.

Recruitment and Selection

2007 was a year of consolidation in which we replenished the workforce as necessary and selectively upgraded positions. At the same time, the continued success of our best talent graduate training programme has benefited from increased external recognition.

A well-balanced value proposition for employees contains an appropriate mix of compensation, benefits, learning & development, and organisational climate. As a medium-sized merchant bank, NIBC has the opportunity to provide a unique value proposition to prospective employees; one which positively differentiates us from our larger competitors. As a result, our ability to offer challenging, rewarding, entrepreneurial, inspiring work experience to top graduates is second to none.