ING Direct 2011 Annual Report Download - page 28

Change is a constant
> Group HR to gradually reduce its role; HR
functions Bank and Insurance/IM to assume
own responsibility
> HR Bank to continue supporting organisation
increating One Bank
> HR Insurance assisting the businesses in shaping
a stand-alone future
ING highly values its people and realises that they are crucial
to the business. Motivated and engaged employees are essential
inenhancing customer satisfaction and assuring our success.
Following the operational split on 1 January 2011 between Bank
and Insurance/Investment Management, ING Group’s Human
Resources (Group HR) continued to serve the two independent
organisations, Bank and Insurance/IM, in a number of areas. These
areas relate to key processes and specific categories of staff and
include HR system support, executive remuneration, the Winning
Performance Culture (WPC) survey and international mobility. The
idea is that Group HR will gradually reduce its role, while both Bank
and Insurance/IM HR functions will assume more responsibility.
Following the split, Group HR has continued to work on the further
disentanglement of the various HR systems. Group HR also reviewed,
renegotiated and disentangled all global HR vendor contracts. The
objective is that all Bank and Insurance/IM HR systems work on a
stand-alone basis, once the formal split materialises. Examples include
the splitting of HR systems in talent management, performance
management and headcount reporting, which became operational
on 1 January 2012.
Group HR partnered with the business and employee representation
groups on how to best change the organisational structure, how
toset up the governance bodies for both entities and how to
organise employee representation in the future. Group HR also
assisted Insurance US in setting up a new, local Executive Team,
which supports the Management Board America Insurance Holdings.
In 2011, a number of activities were sold. Group HR facilitated
theretention of staff to ensure future viability of the businesses.
TALENT AND DEVELOPMENT
Group HR continued to support the businesses in identifying,
developing, appraising and retaining talent for senior and executive
positions. However, the process, the criteria, the development and
administrative tools are now coordinated and managed separately
at Bank and Insurance/IM. Succession plans are in place for all key
positions within Bank and Insurance/IM. From 2012, both entities
used their own talent management system.
The Bank, for example, employs a three-year, global talent
development programme, where trainees perform one to two
jobroles in one of five different fields, i.e. General Management,
Commercial Banking, Risk, Finance and/or IT.
The ING Business School merged with the Commercial Banking
Academy to form the ING Bank Academy. Its three-pillar focus
isonstrategic leadership, banking and professional skills, and
project-based activities. The Academy increased its emphasis
ononline programmes – 4,800 online trainings were completed.
At Insurance, HR Insurance/IM EurAsia set up a Talent Council
programme in Central and Rest of Europe, involving talents across
the regions to find solutions for strategic business challenges and
inAsia, the ING Insurance Asia University was launched. Within this
environment, employees are encouraged to be innovative, to learn
and to explore.
Insurance US made a number of significant changes at the most
senior leadership levels and HR Insurance US worked closely with
26 ING Group Annual Report 2011
Human resources