Customer experience management
“Our people have all been impacted by the pandemic – everybody has. As an employer, we need to listen to our employees and support them. When employees are struggling in their personal lives, we always aim to be understanding, flexible and compassionate.”
Ruth McGill $471bn
The value of the global neo and challenger bank industry by 2027.
Fintech Global 20%
Almost one-fifth of retail banking customers used at least one online service for the first time during Covid.
Deloitte 42
work, and trying to stay connected to people, despite working from home,” she says. “I’m an extrovert, so not being able to have face-to-face talks is hard. Instead, I’m having a lot of one-to-one calls. You need to ask, ‘how are you?’ in three different ways to find out how someone is really doing. It’s critical to take the time to make a personal connection, even if it’s virtual.” Post-Covid, McGill suggests that working from home will become a permanent fixture at ING, with the company predicting that its employees will spend around half their time at home and half in the office. “This is not set in stone but is an indication of our current thinking and our starting point for the post- Covid ‘new normal’,” she says. “We’re looking to create a new way of working where we look to balance the advantages of working from home with the advantages of working from the office. We are taking a measured step-by-step approach to this, testing and evaluating as we progress.”
The impact of digitalisation on employees
Digitalisation will prove crucial to this transition – and McGill agrees that ING’s pre-pandemic agility and strong online focus gave the company a head start in dealing with Covid from both a customer and employee perspective.
“In the current environment, our digital business model continues to be a clear advantage,” she says.
“Our mobile-first digital strategy has been given a boost by the accelerated digitalisation resulting from the coronavirus pandemic. To keep pace with the growing demand for mobile banking, we’re now taking steps to build on the foundation we’ve laid over the past years and further improve the digital customer experience.” Internally, McGill continues, digitalising systems will also remain a primary focus over the months and years ahead. “Our ambition as an HR function is very much geared towards digital working and data – we haven’t needed to adjust our strategy; we’ve simply accelerated our current plans.” To that end, employees are encouraged to think creatively, exploring ways of working faster, smarter and more efficiently. As so often these days, the word ‘innovation’ is used liberally. Innovation bootcamps, innovation ambassadors and events including a recent ‘Innovation Summit’ are all being used to promote new thinking. Training also now takes place largely online. A new digital platform combines all internal and external learning resources into one place. There are also digital solutions for developing international talent to compensate for the experiences employees would have gained from working abroad. “For our leaders and managers, we offer one-to-one coaching on remote leadership,” explains McGill. “Part of this focuses on encouraging them to steer on output rather than time spent. Our leadership training programme is now fully digitalised – and it’s been really well received.” Ultimately, however, it’s in the realm of data that McGill sees the most scope for growth – particularly to create a more personalised employee experience. “Data is a crucial part of our company strategy and our HR strategy,” she says. “But in order to become a truly data-driven bank and really harness the benefits, we all need to increase our knowledge and capabilities around data and its usage.” To this end, data fluency features alongside customer experience, leadership, cybersecurity, non-financial risk management and operations management as one of ING’s ‘Big 6’ strategy capabilities, with a special ‘academy’ established to help employees become data-fluent irrespective of where they sit in the organisation.
McGill says that throughout the pandemic, both new and old systems at her employer have continued to deliver. More importantly, she says that the bank’s people – arguably ING’s most precious resources – have performed brilliantly under extraordinary circumstances. “Colleagues are engaged and focused, leaders have stepped up to the challenges, managers have managed their teams with dedication and flexibility,” she says. “We’ve really worked hard and achieved a lot. We’ve been there for our customers and for our employees. I’m really proud of that.” ●
Future Banking /
www.nsbanking.com
ING
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