Global Financial Services Conference 2013
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1 Global Financial Services Conference 2013 Engagement at ING: how to maintain high levels of employee engagement in a totally transformed bank Sarah Keizer, ING Yves Duhaldeborde, Towers Watson Thursday 16 May Towers Watson. All rights reserved.
2 Top drivers of sustainable engagement in financial services 1 Leadership 2 Stress, balance and workload Effective at growing the business Sincere interest in employees well-being Behaves consistently with organisation s core values Trust and confidence in job being done Stress levels at work are manageable Healthy balance between work and personal life Work arrangements are flexible Enough employees in work group to get job done right 3 Goals and objectives 4 Supervision Good understanding of organisation s business goals and steps needed to reach those goals Understanding of how job contributes to the organisation achieving its business goals Treats me with respect Encourages new ideas and ways of doing things Acts in ways consistent with his or her words Effective career development conversations 5 Image Organisation highly regarded by general public Organisation conducts its business with honesty and integrity Source: Towers Watson 2012 Global Workforce Study towerswatson.com Proprietary and Confidential. For Towers Watson and Towers Watson client use only. 2
3 Operating margin New evidence supporting the business case for empowering and engaging employees in a sustainable way 3x higher Companies with low engagement Companies with high engagement Companies with high engagement + high energy + high enablement Source: Towers Watson s Global Normative Database,
4 Increasing engagement: most frequent drivers at 15 global financial services companies Source: Towers Watson engagement surveys results of key driver analyses for 15 Global Financial Services Companies 2013 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only. towerswatson.com 4
5 Employee views are deeply affected in times of change Leading indicators (Contributors to change) Latent indicators (Resistant to change) Lagging indicators (Consequences of change) Leadership Strategic direction Communications People development Customer focus Supervision Working relationships Job satisfaction Pay and benefits Employee morale Efficiency and quality Workload and pressure Company identification Employment security Career advancement 5
6 ING Bank Corporate Human Resources Engagement at ING Sarah Keizer London, May 2013
7 Agenda About ING Engagement link with our Business Strategy Our approach to supporting the Business to make it happen What s working and what s not? What are others doing? 7
8 About ING Our history: ING Bank was founded in ING Group was formed in 1991 through the merger of a Dutch bank and a Dutch insurance company. We are servicing over 85 million private, corporate and institutional customers in more over 40 countries Around 82,000 employees One of the largest financial institutions worldwide and in the top 20 in Europe Our future: We will concentrate on our position as an international retail, direct and commercial bank We will create an optimal base for an independent future for our insurance operations (including investment management) ING 8
9 Our Shared Priorities at ING Bank
10 Top Employer and why it matters to our future? 10
11 Our approach to become a Top Employer Designed and developed by our own employees Globally designed, locally implemented Focuses on 5 dimensions, 22 standards Measurement done via Global/Local Dashboard Employee Engagement is the most important measurement! 11
12 A flavor of our Top Employer initiatives Highlights: Employee directory replaced by a social media platform - Buzz - Global Mindsets and Behaviours - Belgium The 50+ education initiative (ING Germany) Cultural programme Italy Development Week in Spain Rotation programme in Turkey and many more 12
13 The Engagement Survey and Top Employer: Programme Facts & Figures Engagement Survey highlights: Top Employer highlights: Globally introduced: 2007 KPI for Senior Managers: 2009 Increasing response rate Fluctuating engagement scores Introduced in 2011 Board sponsored, business owned Network TE Teams: 20 Top employer best practices database since 2011 (130 best practices) Response: 81% 2012 Engagement: - 68% (+2 pts vs 2011) - 73% Sustainable Engagement Global dashboard: Engagement levels Development spent % salary mass Regretted loss Internal hiring Focused on local priorities 13
14 We are making progress to be proud of Awards for Top Employer/Great Places to Work Great Places to Work Luxembourg Germany Spain CRF Top Employer France Spain Belgium Poland Italy 2013 Summary of Highlights: Of our 11 largest markets - 7 have been externally recognised Our overall Bank engagement increased 2% v Internal Awards: 2012 ING Preferred Bank Award to Lending Services 14
15 Which is also felt by our customers Net Promoter Scores trending up Netherlands Belgium Continued consistently strong results in ING Direct countries ProductReview.com.au A u s t r a l i a h a s v o t e d I N G D i r e c t a s t h e b e s t b a n k i n t h e c o u n t r y leaving the Big Four Banks Commonwealth Bank, NAB, Westpac and ANZ - in for a rude shock with not a single one rating in the top 10. According to thousands of Australians, ING Direct was also voted the best for its transaction/debit account and savings account, boasting high interest earnings, value for money and good customer service the lynch pin to people s banking experiences. Results tallied from over 3,500 reviews to uncover which institution is most preferred across seven categories: banks, home loans, credit cards, savings accounts, transaction/debit accounts, personal loans and term deposits. 15
16 What have we learned Don t shy away from your people during crisis Communicate, communicate, communicate Look for every opportunity to involve employees in creating the new bank - Better solutions - Sustainable engagement - Customer ambassadors Leading Indicators (Contributors to Change) Latent Indicators (Resistant to Change) Lagging Indicators (Consequences of Change) Leadership Strategic Direction Communications People Development Customer Focus Supervision Working Relationships Job Satisfaction Pay and Benefits Employee morale Efficiency and Quality Workload and Pressure Company Identification Employment Security Career Advancement 16
17 What are others doing? Discussion 17
18 Top drivers of attraction Attraction drivers Total global sample Employer view* Employee view* Financial services Employer view* Employee view* Career advancement opportunities Base pay/salary Challenging work Job security Organisation s reputation as good employer Organisation s mission, vision and values 6 7 Learning and development opportunities Convenient work location 4 6 Short-term incentives 6 * Ranking of reasons an employee would be attracted to an organization (from a list of 27 possible reasons). Duplicate numbers reflect ties in frequency selected. Sources: Towers Watson 2012 Global Workforce Study, 2012 Talent Management and Rewards Study Proprietary and Confidential. For Towers Watson and Towers Watson client use only. 18
19 Top drivers of retention Retention drivers Total global sample Employer view* Employee view* Financial services Employer view* Employee view* Base pay/salary Career advancement opportunities Relationship with supervisor/manager Manage/limit work-related stress Learning and development opportunities 5 5 Challenging work 6 7 Short-term incentives 7 6 Trust/confidence in senior leadership 4 6 Job security 6 5 Convenient work location 7 7 * Ranking of reasons an employee would leave an organization (from a list of 27 possible reasons). Duplicate numbers reflect ties in frequency selected. Sources: Towers Watson 2012 Global Workforce Study, 2012 Talent Management and Rewards Study Proprietary and Confidential. For Towers Watson and Towers Watson client use only. 19
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