Barclays 2015 Annual Report Download - page 81

home.barclays/annualreport Barclays PLC Annual Report 2015 I 79
Governance
People
During 2015 we have continued our work to
enhance support for our colleagues in their
careers and to enable them to contribute to the
long-term success of Barclays.
Culture, values and learning
We are into our third year of cultural change at Barclays. We have defined
a common set of Values and Behaviours and embedded them into our
core people processes so that they are recognised and understood by
our colleagues. Having set the tone from the top by driving cultural
change through our Group Executive Committee and business/
functional senior leaders, we have delivered a number of group-wide
initiatives to embed the organisational culture. Our leadership
development programme is underpinned by our Values, and ensures all
senior management are aware of, and are enabled to role model our
Values and Behaviours. Both the Barclays Leadership Academy and the
Global Curriculum, which provides colleagues with development
resources focused on personal and behavioural skill, are widely available
and provide a consistent approach to core and leadership development.
We continue to assess candidate alignment to our Values and
Behaviours through our recruitment and promotion processes and we
also ensure new joiners attend the ‘Being Barclays’ Global Induction
programme, which provides an in-depth experience of the Values and
life at Barclays. All colleagues are required to attest and demonstrate
their understanding of expected behaviours through the Global Code of
Conduct (The Barclays Way).
Early careers and apprenticeships
Barclays is committed to helping young people achieve their ambitions
when they enter the world of work, so our Early Careers proposition
includes graduate, internship and apprenticeship programmes which
provide structured support to young people. In 2015, we launched our
Bolder Apprenticeship Programme, targeting long-term unemployed
adults over the age of 24, which is the first of its kind in the UK and
underlines our commitment to tackling societal issues and attracting
diverse talent.
We provide pathways for progression from apprentice to graduate
supported by recognised qualifications and, in doing so, help to create
an internal talent pipeline. In 2015, Barclays hired over 1,000 interns, 800
graduates and have created over 2,500 apprenticeships since 2013.
During 2015 we increased our gender diversity across our internship
programmes by 8% to 42% female representation.
My Career and mentoring tool
Colleague development, both personal and professional, has been a
priority in 2015. We launched the ‘My Career’ online portal which
provides a wide range of information and tools to help colleagues
understand their potential and make informed career decisions. We
recognise the importance of great mentor relationships and have
deployed an online tool to match mentors and mentees based on skill
sets and experience.
Wellbeing
Our new global wellbeing programme, ‘Be Well’ launched in 2015, aiming
to support employee engagement and improve health and well-being.
The programme includes existing health and well-being resources, as
well as new investment in areas such as employee health screenings, a
global speaker series and a new global portal which acts as a gateway to
education materials and events.
Performance management
Colleagues are encouraged to align their objectives to business and
team goals and behavioural expectations are set in relation to our Values.
Performance is assessed against both ‘what’ colleagues do and ‘how’
they do it. The ‘Values in Action’ framework provides all colleagues with
the tools to assess ‘what’ objectives they achieved and ‘how’ they
achieved them, together with a guide on expected behaviours in line
with the Values. Our global recognition plan allows colleagues to
recognise the outstanding achievements of those who have
demonstrated our Values, with over 188,500 colleagues receiving a
Values ‘Thank You’ in 2015.
Managing change
Where business restructuring has been necessary to support the
transformation of our business and cost profile, we have consulted on
potential job losses with employee representatives, as well as the
impacted individuals. Our aim has been to treat all colleagues with
respect and to avoid compulsory redundancies wherever possible. We
have placed significant emphasis on both voluntary redundancy
programmes as well as internal redeployment via ‘Internals First’.
Internals First supports colleagues who have been impacted by change
and provides individual support to ensure that we retain talent within
Barclays. Internals First is deployed in all our main locations and is
managed by a dedicated team. In 2015, 935 colleagues registered for
Internals First support and we redeployed 39% of them within Barclays.
Throughout 2015, colleagues attended Internals First Career and
Networking Events and opted for outplacement support services.
During 2015, we also developed ‘Be Informed’, which is available on both
desktop and mobile devices. This intuitive support site gives transparent
and helpful advice for colleagues who are impacted by change, including
how to manage change, further career options available to them and
where to go for help and support during periods of uncertainty.
When an employee does leave Barclays as a consequence of
restructuring, our commitment is to ensure they are given the best
support for the next stage in their career and life. Following an extensive
review, a new globally consistent career transition service has been
implemented which offers personalised advice and support for all
employees placed at risk of redundancy.
Industrial relations
We continue to advocate and practise a partnership approach to
industrial relations and value the relationships we have with over 30
trade unions, works councils and staff associations around the world. In
particular, our formal partnership with Unite since 2000 is one of the
longest standing in the UK. During 2015, we have continued to have
regular, constructive dialogue with employee representatives on a wide
range of topics that affect employees, facilitated through established
regional consultation forums which bring together representatives from
across our businesses.
We are confident that through all these established core people
processes and others we have created the right landscape at Barclays to
sustain the desired organisational culture. We also believe that while we
have a common purpose, Values, and vision, this can mean different
things for different parts of our business and so we need to continue to
shape our culture in a way that makes sense for each of our business
areas. To that end, in 2015, each business CEO was tasked with driving
the organisational culture for their business and we supported this by
deploying business-specific training academies across the Group. This
will continue into 2016.
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