Barclays 2011 Annual Report Download - page 55

People
Global excellence
Our success relies on the valuable skills of our people. We continue to
operate to global governance frameworks and standards which regulate
how we manage and treat our employees around the world. We are
expanding the reach of these frameworks by establishing shared global
practices across our businesses. Our key areas of focus are:
Attraction, engagement and performance
We recognise that successful employment relationships rely on
mutual benefit. We are, therefore, clear and open about the skills and
commitment we look for in new colleagues. We encourage applications
from a diverse range of people and use selection techniques that support
individuals in showing us what they can bring to Barclays, paying
particular regard to the aptitudes of persons with disabilities.
The drive for individuals to be their best continues after joining our team.
Our suite of communication channels cover internal and external topics
that matter to our people and raise their awareness of the financial and
economic factors that affect how Barclays operates now and in the future.
These include global and location-specific intranets, news magazines and
briefings from Executive and local Leaders to ensure the widest possible
reach. Two-way communication is maintained by regular Employee
Opinion Surveys with follow-through of the outcomes at all levels of our
organisation and by consultation with our recognised unions and work
councils internationally. These enable the views of our people to be taken
into account in corporate decisions affecting their interests.
Assessment of performance is not only about what is achieved; how
it is achieved is equally important. Resources for both personal and
professional development are provided to employees in addition to
mandatory training on policies and regulatory responsibilities. Employees
regularly review, with their managers, their performance and development
needs and, typically, twice a year, a performance rating is communicated.
Financial incentives are based on individuals’ performance ratings and
the performance of their business. As an extra means of encouraging our
people to be involved and to share in our success, we regularly invite them
to participate in our share options and share purchase schemes. Further
details of our approach to remuneration are included in the Remuneration
report on pages 54 to 65.
Diversity and inclusion
Our mission is to create an ever more inclusive environment through
ensuring that we treat people fairly, with respect and value all aspects
of diversity. Strategies to achieve this aim are endorsed at Board level
and promulgated throughout our organisation. This is achieved by a
range of initiatives and monitoring. These initiatives include training for
all employees, workplace and working practice adjustments for persons
with disabilities, company sponsored employee resource groups and
an annual global scheme celebrating the significant contribution from
female colleagues.
We are proud that many of our initiatives have received external recognition
around the world, but recognise there is more to be accomplished. For
example, we are monitoring diversity and inclusion progress year on year
and, by leveraging our merit-based approach to appointments. We aim to
ensure that our Board is diverse in every sense of the word with particular
aspirations for female representation at this level.
Health and safety
The health and safety of our employees and customers is important to
Barclays. It is an integral part of the duties of line managers to manage all
health and safety issues within their areas of responsibility. Line managers
have access to specialist resources for advice and guidance to support
them in discharging their health and safety responsibilities.
We consult with our employees on matters affecting their health and
safety. We encourage their involvement and personal commitment,
including working closely with employee representatives.
Barclays is committed to promoting a working environment where health
and safety is a fundamental part of the culture.
% of female employees
% of senior executives
who are female
% of senior managers
who are female
% of employees working
part-time
Turnover rate
Resignation rate
52.1
52.0
10.5
10.7
21.5
23.7
8.4
8.2
17. 4
16.9
10.0
10.5
2011
2010
Global employment statistics
%
The definition for senior executives has been re-calibrated to achieve
greater consistency across the different business areas. The 2010
published percentage has been revised to reflect this change.
Employees by geographic segment – full time equivalent
UK Europe Americas
Africa and
Middle East Asia Total
2011 56,100 11,600 10,900 47,900 14,600 141,100
2010 58,100 13,600 11,500 50,400 13,900 147,500
Barclays PLC Annual Report 2011 www.barclays.com/annualreport 53
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