Barclays 2013 Annual Report Download - page 88

People
In 2013, we covered a significant amount of ground on our
journey to becoming the ‘Go-To’ bank and continuing to
attract, develop and retain the best talent will be critical to
our success. This year, we have made major changes to
our internal policies and practices, particularly in the areas
of leadership, talent, reward and performance, to support
our commitment to making Barclays a values-driven
business.
All colleagues are expected to align their objectives to the 5Cs of the
Balanced Scorecard, with individual performance for 2014 measured
both on what has been achieved (their personal contribution to ‘Go-To’)
and how it has been achieved (their demonstration of our Values).
Variable remuneration will be based on an individual’s performance
rating, with the Balanced Scorecard playing a greater role in determining
business performance and its impact on bonus pools.
Our new global recognition plan uses non-financial rewards to celebrate
outstanding colleague achievements, in particular where they have
role-modelled the Values. Colleagues are also encouraged to share in our
success by participating in our all–employee share plans. The schemes
have been running successfully since their inception over 10 years ago.
Further details of our approach to remuneration are included in the
Remuneration Report on pages 89 to 125.
It is our belief that leadership shapes culture, and that this drives
business performance. Consequently, alongside these changes to
Reward and Performance, we have focused on the processes that enable
Barclays to acquire, assess and develop people through the lens of the
Values and Behaviours to ensure that leaders have the personal insight,
capability and mind-set to lead the organisation through Transform. All
Barclays colleagues have participated in Values training delivered by
internal ‘Values Leaders’, a community of 1,300 colleagues. This has also
been aligned to the Global Induction programme to ensure all new
joiners understand ‘who we are’ and ‘how we work together’.
We have made significant progress on our talent development approach
by defining a globally consistent potential framework, and managing a
group-wide approach for senior level talent reviews and Managing
Director promotions. As we look ahead, we will continue to make
stronger connections between past performance, future potential and
career opportunities across Barclays. To engage and develop our leaders,
we have built a tailored approach, underpinned by a set of clearly
articulated leadership competencies and behavioural standards, levelled
by role. The Barclays Leadership Academy was deployed to all Managing
Directors in October and, over the course of 2014, we will be rolling out
the Leadership Curriculum to provide a consistent, rigorous, global
approach to developing leadership capability for all levels up to Director.
Our Early Careers and Graduate recruitment programmes are a crucial
talent pipeline and the source of Barclays’ future leaders. These
programmes aim to help Barclays grow a diverse, engaged and highly
trained workforce and became increasingly integrated over the course of
2013. In line with the firm-wide strategy, we presented a more unified
proposition to applicants and have offered students and graduates the
opportunity to work across Barclays. Additionally, our new ‘Grow with
Barclays’ framework presents clear pathways for progression from
apprentice to graduate with recognised qualifications along the way. We
met our commitment to recruit 1,000 apprentices by the middle of 2013
and set a new goal to recruit another 1,000 by the end of 2015.
The Group places considerable value on the involvement of its employees
and has continued to keep them informed on matters affecting them as
employees and on various factors affecting the performance of the
Group. It is important that our colleagues are informed of key decisions
which impact upon them, beyond just our business strategy, and have
the opportunity to express their views. The focus in 2013 has been upon
establishing a dialogue with our colleagues using a variety of formal and
informal channels ranging from Executive presentations, news
magazines and intranet content to communicate the Company’s results
and performance, along with channels such as regular town halls and
the Barclays Jam, our first online global discussion which took place in
July 2013 discussing our purpose and values. Both latter examples
provided an opportunity for leaders to talk to colleagues directly and
hear their views.
We advocate a ‘partnership’ approach to industrial relations and maintain
regular and constructive dialogue with more than 30 national unions,
works councils and staff associations across the globe. Employee
representatives are consulted regularly on a wide range of matters
affecting their interests. In Europe and Africa we have well established
regional consultation forums to engage colleagues on transnational
issues. Where business restructuring has been necessary and this has
resulted in potential job losses, we have worked closely with colleague
representatives to avoid compulsory redundancies where possible,
ensuring colleagues leaving Barclays have been supported and treated
with respect. Where there are no collective representative bodies
in-country, we engage directly with colleagues.
We remain firmly committed to continuing to evolve our people policies
and practices to ensure that our colleagues are supported on their
journey to becoming the ‘Go-To’ bank. We recognise the important role
our colleagues play as advocates of what we are trying to achieve and, as
a result, are focused on sustaining and increasing employee
engagement. Colleagues have demonstrated continued resilience and
fortitude in 2013 and remain committed to the goal of becoming the
‘Go-To’ bank.
FTE by region
2013 2012 2011
UK 54,400 55,300 56,100
Africa & Middle East 45,800 45,200 47,900
Continental Europe 9,800 11,100 11,600
Americas 11,100 11,100 10,900
Asia Pacific 18,500 16,500 14,600
Total 139,600 139,200 141,100
2013
2012
51.1
51.5
8.4
8.3
15.3
14.4
9.1
8.6
% of female employees
% of employees
working part-time
% turnover rate
% resignation rate
Global employment statistics
Diversity & Inclusion (D&I)
At Barclays, we have deployed a global D&I strategy to ensure that
colleagues of all backgrounds are treated equitably and can contribute
fully to the bank. This strategy is fully aligned to our business goals; it is
embedded into our journey to becoming the ‘Go-To’ bank and integral
to our Values. This approach and the tangible progress we are making
has resulted in national and international recognition from prestigious
organisations such as The Times Top Places for Women, Community
Business in Asia, and the Human Rights Campaign.
The strategy reaches from our employee diversity networks, up
through to a dedicated D&I team, business diversity councils, and
ultimately leads to the Chairman’s office. Alongside the inclusion of
diversity metrics within the company’s Balanced Scorecard, creating a
diverse and inclusive environment is at the forefront of the bank’s
vision.
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86 Barclays PLC Annual Report 2013