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Enhancing the quality and standard of living as a vibrant community
cultivating a future forward workforce
talent management
alrajhi bank’s Talent Management Policy focuses on providing employees the necessary skills to ensure a high-quality talent pool, with the bank incorporating a few strategic enhancements to its Talent Management and Leadership Development Framework recently. The key highlights of these initiatives are shared below:
Talent identification and succession planning
Critical roles assessment
Identifying “critical roles” that contribute significantly to business and could pose a risk to the organisation if made vacant. All senior management roles were assessed to identify roles deemed critical from an organisation and regulatory point of view.
Talent pipeline development
Opportunities through internal mobility
In 2023, the bank launched ‘Nomu’, an internal mobility platform, empowering employees with the opportunity to explore broader career prospects within alrajhi group, expand capabilities, and become part of an agile workforce.
Progress made in 2024
Progress made in 2024
242 roles assessed
77 critical roles identified
Progress made in 2024
35992 visits
266 job opportunities listed
289 employees internally mobilised
Succession planning
In order to ensure necessary talent remains available in case critical positions are suddenly made vacant, and to ensure there is a steady supply of talented and motivated employees, a succession planning exercise is regularly undertaken. This is particularly important to ensure business continuity.
Competency-based development
Development programmes at leadership level for Senior Management were implemented to target two specific competencies: Managing Ambiguity and Developing Talent, followed by one-on-one coaching sessions on the application of new learnings.
Progress made in 2024
Progress made in 2024
197 successors were identified for critical roles and provided development opportunities as a part of the bank’s Talent Development Agenda.
Progress made in 2024
4 development programs facilitated
80+ Senior Managers coached
Talent assessment
A talent assessment exercise was conducted where all head office employees were assessed, to identify the percentage of employees with the potential to grow within the organisation.
Transition management programs
Programs designed to equip individuals with the necessary skills, knowledge, and mindset to succeed in new leadership roles. The Leadership Transition Development Program comprising a blended learning approach with assessments was introduced to build the talent pipeline for leadership roles.
Progress made in 2024
Progress made in 2024
31% of the assessed population identified having the potential to grow within the organisation.
Progress made in 2024
40 future alrajhi leaders equipped to take on greater roles and responsibilities.
Workforce profile
alrajhi group’s human capital remains its engine for continuous value creation, with the 23,406 strong team, comprising of 23,292 permanent employees and 14 temporary employees, demonstrating loyalty to the bank in a highly competitive landscape, and successfully adapting to the group’s evolving business model, as well as their own evolving roles and responsibilities.
This marks an approximately 12% increase in the workforce from 2023.
GRI
2-7, 405-1
| Year | 2024 | ||||||||
| <30 years | 30-50 years | >50 years | |||||||
| S. No. | Employee Category | Unit | Men | Women | Men | Women | Men | Women | Total |
| 1. | Number of employees | Nos. | 4,406 | 4,450 | 10,793 | 3,336 | 351 | 70 | 23,406 |
| 2. | No. of permanent employees | Nos. | 4,405 | 4,450 | 10,789 | 3,333 | 347 | 68 | 23,392 |
| Senior management | Nos. | 0 | 0 | 145 | 12 | 46 | 3 | 206 | |
| Middle management | Nos. | 60 | 37 | 955 | 165 | 89 | 35 | 1,341 | |
| Non-management employees | Nos. | 4,345 | 4,413 | 9,689 | 3,156 | 212 | 30 | 21,845 | |
| 3. | Number of temporary employees | Nos. | 1 | 0 | 4 | 3 | 4 | 2 | 14 |
| 4. | Number of full-time employees | Nos. | 4,406 | 4,450 | 10,793 | 3,336 | 351 | 70 | 23,406 |
Total new hires by age group and gender for 2024
GRI
401-1
| Female | Male | Total | |
| Age 18-30 | 3,542 | 2,476 | 6,018 |
| Age 31-50 | 1,263 | 1,559 | 2,822 |
| Age 51+ | 7 | 24 | 31 |
Employee turnover for 2024
GRI
401-1
| Female | Male | Total | |
| Age 18-30 | 1,806 | 1,201 | 3,007 |
| Age 31-50 | 771 | 1,241 | 2,012 |
| Age 51+ | 15 | 59 | 74 |