He is without doubt considered one of this sector's leading lights. His people strategy is well-regarded, regularly praised and much emulated both inside and outside of the UK.
So what a surprise to see RBS among the big name banks holding out a begging bowl in the extraordinary global financial crisis we are witnessing. Is Roden incompetent after all? Are the HR directors of HBOS, Lloyds, Lehman and Bradford & Bingley similarly useless? Are they unable to implement recruitment, performance and reward strategies that deliver the best sustainable return to all stakeholders?
On the face of it, the answer seems to be yes, at least to the last question. The part-nationalisation of the stalwarts of retail banking is something few of us would have ever contemplated. Senior directors will not receive cash bonuses this year. This is a humiliating public admission that these banks have got it wrong.
But, of course, it is absurd to blame Roden et al. As Richard Donkin points out in his column this month, how can any HR system achieve when an organisation makes poor decisions at the top?
The unpalatable truth of this financial maelstrom is that HR still has to fight hard to be heard, even in companies that are considered to have achieved excellence in people management. I suspect the wisdom and deliberation that HR usually brings to the table are too often disregarded in sectors where excess, under the guise of 'market norm', has been the rule when recruiting so-called top talent.
One of the ironies of the current crisis is that employees' decisions are right at the heart of it, yet the City rarely takes the value of people into account when determining a company's performance. The flaws of this approach have been highlighted in the past few weeks. Panic and loss of confidence have ensued.
HR needs to get into a position of authority. This means increasing influence, both in and outside the company. There has never been a better time to push for HR metrics on the balance sheet.
