ING Direct 2002 Annual Report Download - page 53

Annual Report 2002 · ING Group50
Report of the Executive Board
Major Human Resources
transformation
Human Resources Management is undergoing
major changes in its organisation as well as in its
IT systems. In 2002, an international programme
team was established to support this process and
to explore all opportunities for synergy and co-
operation within the Group. It is felt that HR is
of strategic importance throughout ING, in
particular in adverse economic times.
The overall goals are to integrate people,
new processes and systems to create an efficient,
service-oriented organisation that supports
ING’s future strategic business goals. These goals
have been formulated with a view to lower costs
and to ensure faster, client-oriented, flexible
service and high-quality information.
This resulted in the introduction of self-
service e-tools on the intranet which are already
in use in Belgium and the Netherlands. These
tools enable employees and managers to easily
access information such as company HR policies.
The tools also alleviate the administrative burden
of the HR organisation. Wherever sensible, HR
functions will be standardised on a European or
global level. HR will place greater emphasis on
advisory work to support line managers in
achieving their business strategies. Just like the
services offered to ING’s external customers, the
three elements of click, call and face apply to
HR. Face-to-face contact with HR will remain,
depending on the complexity or sensitivity of a
particular issue. Across Europe, the HR function
is in different stages of development. Also, the
businesses differ from one another and they
operate in different environments.
ING Career Site
Another e-tool which became available
worldwide in 2002 was the ING Career Site. All
external vacancies and relevant job-related
information of ING and its business units have
been brought together on one internet site. This
initiative aims to present ING on the internet as
an employer of choice to future ING employees.
Branding is an important tool for recruitment of
new talent. In the past the internet has proven
to be a very successful tool for recruitment. The
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CARE FOR EMPLOYEES
In financial services, people are key. To be successful, ING must
therefore create and maintain an environment which attracts
talented and motivated people and in which people perform
at the top of their abilities and feel appreciated. The top
human resources priorities at ING are talent management, the
development of a performance management system and
leveraging the diversity of the workforce. The Human
Resources Management (HRM) organisation is undergoing
substantial changes in order to provide more strategic support
and efficient services to the ING businesses at all levels.
Various intranet tools became available in 2002, to alleviate
the administrative burden of HRM. In the field of employee
participation, the Executive Board signed a covenant with the
Central Workers Council to position the Council at the
management level of ING Netherlands instead of ING Group.
The change is a consequence of the modernisation of ING’s
corporate governance.
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Top priorities: talent
management, development
of a performance
management system and
leveraging diversity
—
HRM organisation to provide
more strategic support
—
More efficient servicing of
ING businesses
—
Intranet tools lighten
administrative burden
—
Covenant positions Central
Workers Council at ING
Netherlands management
level