PDF (1.82MB) - Aviva

the executive board’s report
64
Personnel and Organisation
‘Delta Lloyd group must be a preferred
employer’
Personnel and organisation in the Delta
Lloyd group was labour intensive in 2001.
The preparation of the harmonisation of
terms of employment in the group
demanded much thought. Organisations
were adjusted and new jobs were
assessed, described and in some cases
filled by other people. The total staff
number in the organisation increased
slightly. A new structure was introduced
for the Management Development and
Executive Development programmes.
A new plan was also made for development
and training of team leaders. The
staff information system was modernised
and rendered euro proof. Extra emphasis
was on career development and absence
policy. All these subjects involved many
meetings with Works Councils and Trade
Unions.
To harmonise terms of employment
The policy pursued is to achieve one
single Collective Bargaining Agreement
for the Delta Lloyd group, and this is
believed to be realised with effect from
2003.
The new system must have no effect on
total costs. The aim is to offer employees
an agreement with various components
for staff to choose more flexibility.
Organisation, functions and training
As the Delta Lloyd organisational model
is based on teamwork, the development
and training of team leaders received
extra attention by means of a Management
Development training at group
level. The first few groups composed
from various divisions started end 2001.
There is in fact not yet a well-structured
training programme for managers.
Policy was developed to that effect and
a new project is to start early in 2002.
Delta Lloyd must be and must remain an
attractive employer for all employees,
even more so as the labour market is
likely to remain small for some years to
come. On the other hand, the tension on
this market eased somewhat by the end
of the year under review. It is important
that a personal development plan should
exist for every employee, with a focus on
career. There is a great choice of training
and development. The insurance industry
does not have a strong image amongst
school leavers, which makes it hard to
recruit good young personnel. An
advertisement campaign was organised
to improve and identify the Delta Lloyd
image. Road shows were arranged in
which school leavers were given more
insight into the opportunities with
Delta Lloyd. The traineeship system for
students was extended.