Neil Roden leans back in his chair and considers the past 12 months at the Royal Bank of Scotland. What was it like? Did he ever want out? “Actually,” he says, “I’ve had some very interesting experiences.” This must be the ultimate in HR sangfroid. After all, RBS nearly went to the wall as one of the biggest victims of the credit crunch. The government has had to step in three times with extra finance. Now 84 per cent owned by the taxpayer, RBS has announced nearly 20,000 job cuts, with more to come, has sold vast chunks of its business – 26 per cent of assets have already gone – and has replaced most of the board.Five senior managers also left, but Roden, head of HR for the past 12 years, was one of the survivors. Anticipating that Stephen Hester, who took over from Sir Fred Goodwin as chief executive a year ago, might want to make a clean sweep, Roden offered his resignation. However, Hester rejected it. “I don’t think he saw HR as being in the firing line… more as part of the solution,” says Roden.