For ING Luxembourg, “an employee who feels good is an employee who will be fulfilled and productive,” as Stéphanie Moulin puts it. That’s why the company offers not just technical skills training--up-to-date regulatory knowledge is a must for all staff--but also soft skills coaching. Leadership and language programmes are part of the vast selection of upskilling opportunities, however, with well-being at the heart of its HR strategy, ING also gives staff the chance to learn more about their physical, mental and emotional health.
In our strategy, we want people to take the time to develop their skills.”
Employees--on each level of the company--are also asked to identify their strengths and self-purpose. From there, they can elaborate an individual development plan and “be the owner of their evolution”. To set their plan in motion, ING relies on the 70-20-10 strategy: 70% on-the-job learning, 20% accompanied by another person--mentorship and reverse mentorship are common practice in the company--and 10% taught in classrooms. 54% of training is internal too, allowing junior staff to gather tailored knowledge and mentors to feel validated in their experience.
Progress is measured monthly to make sure that the centralised budget allocated to soft skills and the department budget for hard skills are used well. But the bank underlines the necessity of finding the right pace. While much training is available, breaks are needed too. “Everyone, no matter their level, develops with different goals,” Moulin states. Setting an individual pace is thus part of the plan.
ING Luxembourg in numbers
ING Luxembourg
No. of employees: 937
Average staff age: 42.5 years old
Average seniority: 13 years
Classroom trainings: 386 hours
E-learning trainings: 13,800 hours
No. of agencies: 16
This article first appeared in the of the June 2022 edition of Delano magazine.