From regulations and the economic climate to customer interaction – the banking landscape is changing drastically in every way. As a global top-20 financial institution for private, corporate and institutional customers, ING is responding in a revolutionary way.
The banking revolution
Back in 2005, about 42% of all client interactions happened through local branches. This number has dropped to 5%. Customer contact is rising by 10% a year and reached an average of 12 per month in 2015, with 60% via the mobile app. As CEO Ralph Hamers put it: “That’s a revolution.” ING’s response is expressed by the Think Forward strategy. With its ‘direct first’ model, the bank aims to improve and simplify banking for its customers. For more information, watch ING’s video: What is the next step ahead?.
The success of ING in the long run depends on how the organization and its people respond to the changing circumstances. Enabling the right people to excell at their jobs is high on the strategic agenda, resulting in the development of “The Orange Code” and high-profile pilot projects in Spain, Belgium and Financial Markets in the Dutch organization, to cultivate a feedback culture following the likes of Spotify and Google. To propel this strategic priority forward, ING recently appointed Luigi Maria Fierro (ex-McKinsey) as the Group Head of Performance Management, and created a vacancy for a Senior Performance Manager in his team.
Vacancy for a Senior Performance Manager
The Senior Performance Manager is a change agent who will have an impact on the worldwide organization by redesigning the performance management approach and proactively supporting the full roll-out across the whole ING Group. The new approach will support the development of a strengthened ING Performance culture, aimed to improve the individual performance and professional development of every one of ING’s 54 000 employees.
Purpose of the role
For an organization the size of ING, performance management is an intricate nut to crack. The roadmap includes developing vision, running pilots, creating a business case and achieving buy-in from the board before global implementation of plans – which will be flexible enough to allow for adjustment to cultural differences.
Type of work
Following the pilot projects, the Senior Performance Manager will be involved in several work streams to prepare the global implementation of the new performance management approach from 2017 onwards. These work streams will include, for example, assessing country readiness and designing the implementation plan, ensuring development of new IT tools required to support the roll-out, and running workshops for relevant stakeholders in the respective countries. The role will indeed require a strong independency, clear delivery and a make-it-happen mindset.
Exposure within the organisation
CEO Ralph Hamers and Chief HR Officer Hein Knaapen have put performance optimization high on the strategic agenda. Reporting to the Group Head of Performance Management, the Senior Performance Manager will work in close cooperation with international leaders and local CEOs to drive change within the organization, making this role an excellent launching pad position for ex-consultants.