In 2015, BBVA changed the name of its Human Resources Department to Talent & Culture. The change was not merely titular. It marked a significant shift in the department´s core function, responsibilities and focus. The Talent & Culture organization is leading the transformation of BBVA to deliver the best customer experience anywhere. In other words, the organization is responsible for creating the kind of culture, environment and ways of working where the customer is at the center of everything we do, as defined by the Group´s six Strategic Priorities.
Talent & Culture is delivering on the power and promise of this in multiple ways. First, we are defining and then delivering a unique employee value proposition. We are defining what it means to be an employee at BBVA, and what sets us apart from any other company. This is important because it motivates and inspires existing employees while helping potential employees realize why BBVA is a destination employer for a first class workforce.
Second, we are building on our core principles to help employees understand what each of us needs to do to work at BBVA, to focus squarely on our customers and to fulfill our six Strategic Priorities.
And, finally, we are shifting the way we work. We are allowing collaboration and communication to flow across countries and across functions. We ensure great ideas come from all areas of the organization, leveraging BBVA´s intellectual capital, which is vast and deep.
We believe that people are at the core of our success. We are developing environments where every employee can participate, ask questions, be closer to the decisions being made -- and as a result be more engaged in the work they do every day.
In 2015, we established our strategy and vision. We created the foundation for understanding who we are as an organization and where we want to go. In 2016, we will focus on how we get there.
Talent & Culture will embark on a series of programs and initiatives that will build on the successes we initiated in 2015:
- Compensation: Review our compensation model to ensure it unites all employees globally in a common vision and keep us aligned in delivering on both our strategic and financial goals.
- Career Development: A new approach to career pathing that puts the employee in the driver’s seat and offers experiential ways for employees to develop new skills/capabilities and explore new opportunities for professional growth.
- Communication: A more interactive and engaging employee communications plan that fosters.
2015 has been an important year for the Talent & Culture organization and for BBVA in general. The global banking industry is ever changing and increasingly competitive. We expect 2016 to be no different, and will present the bank with multiple challenges. However, BBVA is well positioned through its strategy, management and people to excel.
Appendix: 2015 Talent and Culture – By The Numbers:
- Global workforce of 137,968 people located in 37 countries
- Employee ratio is 54% women / 46% men
- Average age is 37 years
- Average tenure is 10 years
Major accomplishments in 2015
Awarded by Great Place to Work, BBVA listed as 8th in the top 25 World’s Best Multinational Workplaces
Expanded Learning and Development Programs:
- Deployed new on-line training platform delivering 65% of the five million hours of global training
- Broadened English language courses globally
- Expanded Risk program training with over 5,000 participants
Health, Safety and Occupational Medicine:
- Delivered global Health Promotion Programs to improve employees overall physical and mental health
- Awarded “Certificate of adherence to the Luxembourg Declaration” by the National Institute for Safety and Health at Work, acknowledging the adoption of basic principles of health promotion at work
- Improved exponentially the ergonomic and environmental conditions of the workplace through new global facility design
Diversity and Inclusion:
- Continued adherence to our core principles of non-discrimination, diversity and inclusion with significant improvements in many key areas, e.g. growth of female managers from 16.76% in 2010 to almost 19% in 2015