Recruitment, retention and turnover

2012 results

Building a vibrant, diverse and inclusive workforce is a critical foundation for our super regional strategy.  Our 2012 results highlight that after five years, this strategy is delivering.  We have moved from being a largely domestic bank to an integrated and growing regionally focused international bank that is increasingly delivering differentiated earnings and performance to that of our Australian peers.  

Delivery of our strategy demands on-going change. We continue to reconfigure the workforce across the group to reflect our business strategy, priority markets and growth opportunities.  We are doing this through a mix of new employment, attrition, restructuring and redeployment.  These changes help us adapt to the varied and sometimes challenging conditions in the diverse markets in which we operate.  They also enable us to build further connectivity, in order to support customers who are operating increasingly within and across our regions.

Across ANZ, we hired over 10,000 new staff members in 2012.  Of all the people that left the bank, over 70% of all departures were voluntary.  Across the group, reconfiguring our business resulted in a total of 2,325 roles being retrenched, which includes 291 employees whose roles were retrenched due to offshoring.

Where possible, we seek to maximise redeployment, finding alternative roles within ANZ for people impacted.  Where this isn’t possible, or for people who choose to leave, we have a comprehensive outplacement program to help our employees find new roles outside the bank. The program provides career coaching, job search training and professional support services and is available for all impacted employees, across ANZ.

Since 2009, we have run an assistance package for employees affected by off-shoring decisions. This was launched in collaboration with the Finance Sector Union (FSU) in Australia and FIRST union in New Zealand. Originally targeted at staff whose roles were affected by off-shoring, in January 2012 our New Career Training Fund and Past Employee Care Fund were extended to all employees in Australia and New Zealand, who left ANZ due to organisational restructuring or other change programs.

ANZ is committed to providing effective assistance at every stage to employees impacted by our decisions to restructure or offshore certain roles and tasks. The assistance package ensures that ANZ helps affected staff retrain and re-skill for their next job and provide additional financial support to staff who need it. The initiatives to support staff affected include:

• processes to support redeployment
• committing up to AUD$10 million to a New Career Training Fund to help employees find new jobs and career success outside ANZ
• establishing a Past Employee Care Fund, which provides one-off cash payments of up AUD$15,000  to help eligible individuals facing a period of financial hardship after leaving ANZ.

These initiatives are helping them to redirect their careers.

In total we have spent over AU$1 million helping 290 people to re-skill through the New Career Training Fund.  During 2012, 16 former staff members affected by offshoring decisions were supported through the Past Employee Care Fund.  Between the two funds, our total contributions to affected employees up to the end of 2012 financial year amounted to approximately AUD$1.3 million.

Annual turnover
Every year we publish our employee turnover figures. These figures include all permanent employees leaving the business voluntarily, and involuntarily.  Involuntary departures include retrenchments, discussed above, dismissals for performance or conduct reasons, and the ending of fixed-term contracts.

The table highlights that there was a balanced split between men and women leaving ANZ, generally across all age demographics in 2012. The one exception to this was in the Pacific, where a move to contracted cleaning and other services meant that a number of employees with significant length of service left the business.  To reward loyalty, the longest-serving employees were offered first opportunity for voluntary severance, and many of these employees chose to leave with a full severance package based on their length of service.

* Total turnover includes voluntary and involuntary staff turnover. The figures are calculated by the number of leavers divided by headcount per region to arrive at an annualised percentage.
# Europe, Middle East, India, Africa

During 2011, 10,942 employees joined ANZ. This includes 4,320 in Australia, 1,573 in New Zealand, and 5,049 in Asia Pacific. During the reporting period, 7,385 left ANZ voluntarily (3,040 in Australia, 1,244 in New Zealand and 3,101 in Asia Pacific).

Recruitment and retention

The table above represents the number of employees who were unable to be redeployed within the ANZ group, and were therefore retrenched. The number of retrenchments due to the centralisation of roles to our regional hubs on in People - Offshoring.

Annual turnover by gender and age^*

* Total turnover includes voluntary and involuntary staff turnover.
** Four persons left our Middle East business voluntarily during the year. This is 89% of our total population in this region.

2010 results

During 2010, 10,891 employees joined ANZ . This includes 3,914 in Australia, 1,188 in New Zealand, and 4,640 in Asia Pacific. During the reporting period, 5,981 left ANZ voluntarily (2,799 in Australia, 1,075 in New Zealand and 1,246 in Asia Pacific).

Recruitment and retention

* Total turnover includes voluntary and involuntary staff turnover.

2009 results

Restructure

A major restructure of our business (PDF 43kB) was implemented throughout 2009. While the new structure has helped deliver a more efficient business - creating fewer management levels and maximising the sharing of resources and expertise across the organisation - it also involved significant change for many employees. In addition, around 1200 people were retrenched in Australia and New Zealand.

Staff received regular updates on the rationale for the change, processes for reviewing businesses and assessing staff for available roles, as well as information on the development of new teams and structures.

People impacted by job losses were offered support to help them find roles inside and outside ANZ, including counselling services, career advice and assistance with job searching. Around 465 employees participated in New Beginnings workshops, providing a supportive and safe environment for teams impacted by the restructure to air concerns and better understand their role in the organisation.

Throughout 2010, our senior leaders will work with their teams to encourage a deeper understanding of ANZ's business strategy, its relevance to each area of the bank and how individuals and teams can contribute to the organisation's goals.

Recruitment and retention

In the past year, 7,590 new employees joined ANZ globally. This includes 3,096 in Australia and 1,013 in New Zealand. During the reporting period, 4,304 left ANZ voluntarily (2,138 in Australia and 830 in New Zealand).

Annual turnover by gender and age^*

2008 results

In the past year, 9,245 new employees joined ANZ globally. This includes 4,575 in Australia and 2,292 in New Zealand. During the reporting period, 5,030 left ANZ voluntarily (2,929 in Australia and 1,330 in New Zealand).

* Total for Asia, EMEA, India and Pacific

Annual turnover by gender and age^{^}

^ Total turnover includes voluntary and involuntary staff turnover

The future

On 9 September 2008, ANZ CEO Mike Smith announced a new customer-centric business model and structure for ANZ that will accelerate our progress towards becoming a super regional bank (PDF 44kB). The new structure is effective 1 October 2008 and the new business model will be established progressively throughout ANZ during 2008-09.

As we move to make our structure simpler, it is inevitable that some staff roles will change or may no longer be required. If people are significantly impacted we will support them. We also expect that the changes will have little impact on our branch and call centre people and will largely be complete by the end of 2008.