Annual report 2006 - Dexia.com

HUMAN RESOURCES
MANAGEMENT REPORT
COMPTES CONSOLIDÉS
COMPTES SOCIAUX
RECRUITING
Dexia’s growth ambitions and its international expansion
require a coordinated recruitment approach anchored soundly
at a local level. In 2006 Dexia recruited more than 1,200 new
talents (excluding recruitment for the self-employed networks
and more than 1,000 at DenizBank) through the recruitment
portals of the local entities and via external search.
DIVERSITY
Diversity has been a very important subject for Dexia over
the last couple of years. Several internal and external documents
can illustrate this (internal documents: Principles of
Social Management in 2002 and HR Quality Charter in 2005;
external documents: diversity charters in France and Belgium
co-signed by Dexia).
Three diversity topics received special attention in 2006.
First of all, the place of women in the Dexia Group was further
developed as a topic. In 2004, a White Paper was written
on the place of women and in 2005 an action plan was put
in place to implement the recommendations of that White
Paper. 2006 was the year in which this action plan reached full
speed. Examples of actions were:
• awareness of managerial staff: integration of a section dedicated
to the issues involved in diversity in some of the management
training programs at Group level; development of a
new program for the Dexia Corporate University, i.e. “From
individual to team coaching across diversity“;
• ban on direct or indirect discrimination in internal/external
recruitment: advertisements and processes will not be indirectly
discriminating in their wording or their presentation;
• a better balance of private and professional life: enabling
access to professional mail or files from a distance if unexpected
events occur.
In mid-2006 a work group was formed on demand of the
Management Board to assess the results of the White Paper
and the associated action plan. The results show a certain positive,
though dissimilar, evolution in the different Group entities.
That is why it was decided to continue this work group as
a “Sponsor Group” in charge of:
• actively encouraging the implementation of the action
plan;
• animating a Dexia Women’s Network;
• assuming the role of Mentor;
• continuously monitoring progress.
Secondly, the older employees of Dexia were also analyzed
in detail. Dexia is facing a large number of retirements in the
next ten years and should be prepared for this: human capital
should be passed on to the younger colleagues and Dexia
should guide employees with a clear career plan.
Thirdly, Dexia analyzed the place of employees with a disability
within Dexia and the national labor markets. Particular
effort is made in this field by Dexia Crédit Local which has an
action plan in place to increase the number of staff members
with disabilities.
All diversity commitments have to be integrated into daily HR
and managerial practices by HR staff training, by HR team
deployment, and a clear awareness of the importance of
diversity in Dexia’s new leadership principles.
MANAGING TALENTS
Yearly employee talent reviews are an important aspect of
HR strategy in all entities. For the future management of
the Group, monitored career management is necessary at a
Group level:
• to obtain a clear overview at Group level of all talents in all
entities/regions at executive level and above;
• to detect high potentials for future management positions
and to develop proactive succession planning;
• to develop a common methodology in detecting and developing
potentials for their future career progression, based on,
and aligned with the Dexia Leadership Competence Model.
A uniform Assessment Center methodology will be deployed
as from 2007 throughout the Group for the positions at executive
level. Internal and external candidates, applying for an
open position, will be evaluated in an assessment center on a
set of criteria, based on the Leadership Competence Model. In
all entities/regions, candidates will be evaluated on the same
criteria, with the same methodology.
In the context of people development and career planning,
Dexia wants to develop an identified pool of talented executives
who could act as successors to senior executive positions.
Executives who have been identified as confirmed high
potentials at entity level participate in a Development Center
at Group level. The outcome of a development center is a
personal development plan that prepares the high potential
executive for a role as senior executive.
DEXIA CORPORATE UNIVERSITY
Since its creation in January 2005, the University has hosted
more than 2,000 participants and has been offering highquality
learning and development opportunities.
Strongly supported by senior Group management, and as
an important part of the cross-entity service provided by the
Human Resources Department, the University facilitates the
implementation of Dexia’s strategy and development. In this
context, the University is conducting the leadership process
initiated in 2005 and is actively involved in the implementation
of the new Group culture and values.
Through their learning programs, the six Learning Faculties
of the University are contributing to the development of the
Group’s identity and facilitating the creation of an international
management community at Group level, sharing and
“speaking” a common language.
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Dexia / Annual Report 2006