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Dutch bank ING sees financial boost from employee performance management rethink
This article is part of the CWEurope issue of November 2018-January 2019
Dutch bank ING claims a project to redesign the way it manages the performance of its 55,000 employees has helped it to push its financial returns above the average for the top 500 listed companies. The company began redesigning the way it manages staff performance in 2015, after a benchmarking exercise revealed it was lagging behind competitors in the way it assessed the performance of its employees and kept them motivated. The way ING managed performance targets was “scattered and fragmented”, ING’s global head of HR strategy and transformation, Luigi Maria Fierro, told Computer Weekly. “We were using more than five IT systems, we had more than 10 different processes, we had different timelines, different elements of the process, different logic.” ING was in the throes of an €800m project to harness digital technology and re-engineer its business to compete with emerging financial technology (fintech) companies. It has introduced agile ways of working, including reorganising the workforce into self-directing teams. The project...
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ING claims business has improved after replacing ‘scattered and fragmented’ IT systems to change the way it manages employee performance