ING Direct 2004 Annual Report Download - page 37

ING Group Annual Report 2004 35
CONCLUSIONS AND AMBITIONS
Group HR has established a Leadership and Change function
to support the business lines in their transformation processes
in 2005. This function will provide tools, methods and
approaches to manage change and will measure the progress
and success of change processes. Furthermore, the 2005
agenda includes the introduction of programmes for
‘Emerging Top Talent’ and ‘High Value Specialists’, and
activities such as mentoring and assessment.
The diversity ambitions for 2005 and beyond are defining,
implementing and measuring diverse teams, recruiting diverse
people and creating openness and awareness for talent. To
deal with all the changes ING is facing, an open organisation
and an open mind are important; that is why Group HR’s
initiatives are concentrated on establishing these attributes
and on being a role model for strengthening the performance
culture, enhancing the corporate spirit and making sure that
each individual adds value to the company.
Customer satisfaction is the fundamental differentiator
among players in a competitive financial services marketplace.
Motivated, skilled staff play a paramount role in this.
ING will continue its efforts to be a good employer, a place
where people like to work and that they can be proud of –
in other words, a company, where a person’s contributions are
appreciated, where expectations are clear and where people
are stimulated to develop themselves.
KEY POINTS
•Human Resources reorganised to
support the new management
structure
•Change management and
performance management at
the centre of attention
•Building talent and succession
planning a continuing process