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ING
Company vision and strategy
Business case
Example.
Comment.
A strong business case is communicated internally and externally
- The Global Diversity Council established a business case in 2003 to convince all the top 200 managers that diversity has a business importance as a way to introduce diversity principles in the organization
- Business case consists of achieving and matching diversity at ING to external business environments. Main rationale behind is high growth in minority/ gender diverse niche markets and need to address this
- It is also continuously updated with new proof that creating a heterogeneous employee pool means business
Involvement and support of senior leaders
Example.
Comment.
Top managers support CEO and accountable for diversity management
- Top 200 managers of the ING Group individually evaluated on their diversity management and their remuneration strongly depends on results in reaching their diversity goals
Example.
Comment.
Top managers support CEO and accountable for diversity management
- Top 200 managers of the ING Group individually evaluated on their diversity management and their remuneration strongly depends on results in reaching their diversity goals
Personally committing CEO
- Careful consideration and inclusion of women in succession plans for top level managerial positions with support from CEO and senior executives
Example.
Comment.
Top managers support CEO and accountable for diversity management
- Top 200 managers of the ING Group individually evaluated on their diversity management and their remuneration strongly depends on results in reaching their diversity goals
Personally committing CEO
- Careful consideration and inclusion of women in succession plans for top level managerial positions with support from CEO and senior executives
CEO initiated diversity and women programme
- Started initiated diversity programme by creating the Global Diversity Council in 2000
Organizational structure
Diversity related organizations (Taskforces, councils, coordinators...)
Accountability
Responsibility and awareness of managers
Example.
Comment.
Final responsibility with line managers but top managers also accountable
- ING believes responsibility for diversity lies primarily with the line, through the line, as low as possible in the organization. The line manager should know his/her responsibility for diversity because of external communication of ING about diversity and an internal structure applied to put and maintain diversity on the management agenda
Example.
Comment.
Final responsibility with line managers but top managers also accountable
- ING believes responsibility for diversity lies primarily with the line, through the line, as low as possible in the organization. The line manager should know his/her responsibility for diversity because of external communication of ING about diversity and an internal structure applied to put and maintain diversity on the management agenda
Managers at all levels held responsible for realizing diversity goals
- Each department of the ING Group includes concrete targets about diversity in its mid term planning and managers are held responsible for reaching these targets
Communication
Internal and external communication
Example.
Comment.
External communication
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Yearly ‘Corporate Responsibility Report’ [see appendix for example]
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Results on diversity are communicated on yearly basis through the distribution of the ‘Corporate Responsibility Report’
- The document also presents future initiatives and gives feedback about former diversity actions
- Presentations on diversity by Ewald Kist
- Because of his personal commitment, Ewald Kist was promoting diversity at external conferences frequently
- ING organizes conferences on women in business
- E.g. European women conference in 2003 organized by ING, IBM and Unilever
- ING actively participates at conferences on Diversity
- Information on ING Diversity is included in the ING Careers site
Example.
Comment.
External communication
-
Yearly ‘Corporate Responsibility Report’ [see appendix for example]
-
Results on diversity are communicated on yearly basis through the distribution of the ‘Corporate Responsibility Report’
- The document also presents future initiatives and gives feedback about former diversity actions
- Presentations on diversity by Ewald Kist
- Because of his personal commitment, Ewald Kist was promoting diversity at external conferences frequently
- ING organizes conferences on women in business
- E.g. European women conference in 2003 organized by ING, IBM and Unilever
- ING actively participates at conferences on Diversity
- Information on ING Diversity is included in the ING Careers site
Internal communication
- Business case widely communicated and used to support diversity policy (internally and externally)
Measurement and Reporting
Research, measuring progress, reporting
Example.
Comment.
Measuring progress and reporting with ‘‘Dashboards’’
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ING has specific emphasis on improving overall retention and decreasing turnover. ING believes that managing gender diversity is part of a more holistic approach for talent management, whose main components are turnover and retention. High costs of retention for disengaged or unmotivated employees well understood at ING
- ING tracks and reports recruitment, retention, turnover, promotion and career development (including gender diversity) progress with Dashboards
Example.
Comment.
Measuring progress and reporting with ‘‘Dashboards’’
-
ING has specific emphasis on improving overall retention and decreasing turnover. ING believes that managing gender diversity is part of a more holistic approach for talent management, whose main components are turnover and retention. High costs of retention for disengaged or unmotivated employees well understood at ING
- ING tracks and reports recruitment, retention, turnover, promotion and career development (including gender diversity) progress with Dashboards
Research
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ING performs research for broad retention and talent management objectives, but also including gender diversity
- Corporate Employee Survey included Engagement and Diversity
- Exit interviews held with employees who left ING 18 months – 2 years ago to understand reasons for leaving in a more secure way
- ING also holds focus groups to understand reasons for employees choosing to stay