Barclays 2014 Annual Report Download - page 76

74 I Barclays PLC Annual Report 2014 barclays.com/annualreport
People
Governance
In 2014 we experienced significant change across Barclays,
driven by the refresh of our business strategy as well as the
regulatory and economic environment. We have continued
to support our colleagues, focusing on understanding and
addressing the impact these changes have had on our
internal operations. We continue progress on our journey to
become the ‘Go-To’ bank and enabling our colleagues to
feel part of this is critical to its success.
We are continuing our journey to transform the culture of the bank.
Following the launch of the Values in 2013, the focus in 2014 has been
continuing to drive the cultural change through our Senior Leadership
Group and setting the tone from the top. Our Values are clearly
articulated for leaders and employees and are helping to shape our
desired culture over time.
Our organisational culture is driven through a number of initiatives that
include: building our colleagues’ capability and skills, embedding the
Values into our organisational systems and processes, ensuring a sharper
focus on role modelling behaviour, and supporting the development of
our leaders.
We believe that leadership shapes culture which in turn drives
organisational performance. Our leadership development programme is
designed with this in mind, focusing on our Values and aligning leaders’
mind set with the objectives of the balanced scorecard. The Barclays
Leadership Academy, launched in 2013 and designed to help us build a
cadre of leaders who can shape our culture and drive organisational
performance, continued to be deployed in 2014. We also deployed our
Global Curriculum enabling a consistent approach to core and leadership
development for all colleagues. The programmes are underpinned by the
Values and build individual capability through a variety of learning styles,
including multimedia and classroom based learning. In addition, we have
deployed business training academies across Compliance, Barclays
Internal Audit, Client & Customer Experience in Personal & Corporate
Banking, and Investment Banking, giving access to role specific learning
as well as core and leadership development.
To embed our desired culture at all levels of the organisation we have
implemented the Values across our key people processes. Our
recruitment and promotion processes include an assessment of the
Values and Behaviours for all corporate grades. New joiners are invited to
participate in the ‘Being Barclays’ Global Induction programme as part of
their transition into Barclays, enabling them to connect to the
organisational Purpose as they join our ‘Go-To’ journey. We have set out
the behavioural standards we expect at Barclays in the global Code of
Conduct (The Barclays Way) and all colleagues are required to attest and
demonstrate their understanding of these.
In 2014, our performance management process has assessed colleagues
against both ‘what’ they do and ‘how’ they do it. All colleague objectives
are aligned to the 5Cs of the Balanced Scorecard to ensure consistency
with Barclays’ strategic aims at all levels. The ‘Values in Action’
framework provides a tool to assess employees against ‘how’ they
achieve their objectives and guides employees on behaviour in line with
the Values. This framework underpins our approach to embedding the
Values within Barclays across all key people processes.
We value sharing in each other’s success at Barclays and our global
recognition plan allows colleagues to recognise the outstanding
achievements of people demonstrating our Values. Since the launch of the
programme in May 2014, over 80,000 colleagues have received a ‘Values
Thank You’ and over 28,000 employees have been nominated by a
colleague for a non-financial ‘Values Award’. Colleagues are also
encouraged to participate in our all-employee share plans, which have
been
running successfully for over 10 years. Further details of our approach
to
remuneration are included in the Remuneration Report on pages 77 to 110.
Barclays is committed to helping young people achieve their ambitions
when they enter the world of work. Our Early Careers proposition
supports them in achieving their career goals through the graduate,
intern and apprenticeship programmes. Barclays provides pathways for
progression from apprentice to graduate supported by recognised
qualifications and helps create a pipeline of talent for the organisation.
We have created over 2,000 apprenticeship positions within the
organisation since the programme began in 2013, and have plans to
increase this number in 2015. It is very important to us that we maintain
and advocate a ‘partnership’ in our approach to industrial relations. We
ensure a regular and constructive dialogue with more than 30 national
unions, works councils and staff associations across the globe. In the UK
and South Africa, our two largest markets, we have formal partnership
arrangements in place.
We consult employee representatives regularly on a wide range of
matters affecting their interests. We have well established regional
consultation forums in Europe and Africa through which we engage
colleagues on transnational issues.
Where business restructuring is necessary and could result in potential
job losses, we work closely with colleague representatives to avoid
compulsory redundancies where possible. Our goal is to ensure that the
colleagues that leave Barclays are supported and treated with respect. In
countries where there are no collective representative bodies, we engage
directly with colleagues. We have focused on putting internal colleagues
first and supporting those impacted by change to ensure that, wherever
possible, we retain talent within Barclays. So far over 1,000 colleagues
have been redeployed. ‘Internals First’ will become a key driver within our
recruitment strategy ensuring we retain and promote internal talent
before we look to the external market and will be launched more widely
in 2015.
Barclays places considerable value on the involvement of its employees
and continues to keep them informed on matters affecting them and on
the various factors affecting the performance of the Group. We recognise
the importance of continuously seeking the views of our employees and
the need to understand the collective voice of the organisation, especially
during a time of change. In order to help us understand what colleagues
think about working for Barclays, we deployed the first Global Employee
Opinion Survey in October 2014. This asked all colleagues globally to
provide their perspectives across a wide range of subject areas through a
confidential online survey including questions on personal development,
leadership and management, innovation, and citizenship. Over 90,000
colleagues participated in the survey, providing a depth of insight which
will inform and shape our people strategy as we move forward into 2015.
The engagement of colleagues was measured at 72%, a 1.3% decrease
on 2013. Given the amount of change taking place in the organisation, it
is not surprising that there has been a small drop and we are committed
to building engagement further in 2015. We have performed an in-depth
review of the results of the survey with all senior leaders and improving
employee engagement is a key focus for 2015 to ensure we create the
right environment for our colleagues to thrive.
Colleague wellness is a contributing factor to colleague engagement and
following a successful UK pilot in our Personal & Corporate Banking
business this year, the Barclays Wellness Portal for colleagues will be
launched in 2015. The portal enables colleagues to learn more about
wellness, find out what is on offer at Barclays, commit pledges to make
small changes to their lives, and follow colleagues’ journeys as well as
sharing stories of their own. The portal addresses four wellness areas:
Think Well, Be Active, Social and Financial.
Barclays has made significant progress over the last two years across our
people policies and practices and we will continue to evolve them,
ensuring all colleagues are supported throughout their career at Barclays
and beyond. Our colleagues have told us they remain committed to
Barclays, and we remain committed to creating the right environment for
them to thrive and succeed as we progress on our journey to ‘Go-To’.
FTE by region
2014 2013 2012
United Kingdom 48,600 54,400 55,300
Continental Europe 9,900 9,800 11,100
Americas 10,900 11,100 11,100
Africa and Middle East 44,700 45,800 45,200
Asia Pacific 18,200 18,500 16,500
Total 132,300 139,600 139,200
Governance
People