People & organisational performance

Ppaerjam: In the quest for performance, what role does an HR department play alongside management? Does the role involve executing a roadmap or guiding the organisation's strategy?

Julian Troian: In my opinion, the HR director helps to roll out the strategy. HR's role is not just to execute a roadmap, but to be a key player in defining the company's strategy. HR must participate in defining the company's strategy and be present to defend the company's culture. It is vital to create a psychologically secure environment in which talent can express itself to the full.

How can we combine the quest for performance with ever-higher aspirations in terms of work-life balance?

The more a company clarifies the roles of each member and clearly defines the strategy as well as the short, medium and long-term objectives, the more it is possible to entrust employees with the responsibility of delivering with little supervision. This element of trust allows everyone to organise themselves responsibly, thereby contributing to a better work-life balance.

Talent acquisition

The job market is dominated by the 'war for talent'. How does this play out in practice in your own recruitment processes? What difficulties are you facing?

At this stage, we are concentrating our efforts on increasing opportunities for internal mobility and on developing our employees' skills so that they can be deployed in new roles. Becoming an employer of choice, thanks to our brand and employee experience, will help us to outperform our competitors in the search for rare talent who are not yet with ING.

What 'weapons' is your organisation deploying to fight this battle? And what additional 'weapons' would you like to have, if you had the power to change regulations and laws?

An improved onboarding strategy, an enhanced employee experience, clear expectations and continuous improvement in our management style are the key elements. Strong talent management, focused on providing learning and development solutions, helps to nurture personal talent.

Employer branding

Applied to your organisation, what is your definition of "employer branding"?

Minimising the gap between expectations and reality is the first step. Our employer brand follows our motto: 'Growing the difference' and 'Empower people to stay a step ahead in life and in business'. We truly embody our diverse and informal working style, with over 40 different nationalities in Luxembourg.

In the light of this definition, what is the role of HR in promoting this 'employer brand'?

HR plays a key role in developing our employer brand. Their contribution is crucial in ensuring that our corporate culture is aligned with the values we wish to communicate to our internal and external talent.

Reskilling & upskilling

In terms of upskilling, what are the priority needs that you have identified within your organisation?

The priority needs focus on strengthening leadership skills, change management and technical training in specific areas such as digital transformation. We also need to adapt our training to the new generations of workers.

And what tools and systems have been put in place within your departments to support the ongoing training of employees?

We use assessment tools, a global academy and specific learning paths for leaders and specialists. These tools enable our employees to continue to develop their careers while supporting the company's objectives.

Talent retention

Is the 'war for talent' also about talent retention? And, if so, what is your conclusion? That today it is just as complex to attract talent as it is to retain it?

Talent retention is just as crucial as acquisition. When expectations are well managed and aligned with reality, it becomes easier to retain talent, thanks in particular to career development solutions and a favourable working environment.

What have been the main changes, or what changes are underway, in your company's 'employee journey'?

Developments include greater flexibility, the integration of new technologies into the employee experience and the introduction of solutions to improve employee wellbeing and commitment, with personal development training and new career paths.

New ways of working

Flexibility, teleworking... Since the covid crisis, the desire for new ways of working has become more pronounced than ever. How can we respond to this paradigm shift without hampering business performance?

We offer one of the most flexible hybrid solutions among financial institutions in Luxembourg. Luxembourg residents can take advantage of up to 50% teleworking, while cross-border commuters benefit from the standard 34 days. Working hours are also flexible. The key is trust in our employees, which helps us to maintain performance while meeting their aspirations.

At the same time, how do we meet the challenge of employee engagement, which studies show is falling?

Global scores show stagnant employee engagement figures, which clearly shows that the problem exists. We have launched a major effort to improve the overall employee experience. Our onboarding programme has been recognised as the best in the ING Group and we intend to replicate this approach at every stage of the employee journey.

Employment law

What is your view of the employment rulebook? As it stands, do you see the Luxembourg Labour Code as a partner for employers? Or, on the contrary, more of an adversary?

The Luxembourg Labour Code has the advantage of being fairly concise compared with other countries, which brings a degree of clarity. It also leaves more room for flexibility, which is a positive point for employers. However, new concepts should be adopted to promote the gig economy and offer more options tailored to the needs of younger generations.

Same fictional exercise as before... If you had the power, what additional provision would you like to see introduced into Luxembourg law to meet your needs more effectively?

A move towards greater flexibility in the regulation of the self-employed and more flexible solutions for gig economy workers. This change could meet the growing expectations of the new generations, while maintaining security and compliance standards.

Digitalisation

How are you turning digitalisation into an ally of the HR function?

Adopting new technologies, including generative AI, in a secure and reliable way is the first step. Our global academy and group strategy help us deliver innovative learning and development solutions, integrating digital tools for smoother, more agile talent management.

But what obstacles do you continue to face at this stage?

We face a delicate balance between innovation and the constraints of laws and regulations. It's essential to keep our bank secure and compliant while integrating innovative technology solutions, especially in a framework as rigid as the banking sector, with obligations such as compliance with the GDPR.

Benefits

How important is salary attractiveness today in recruiting and retaining talent?

Once salaries have been brought into line with the market average, salary attractiveness becomes less of an issue. What becomes crucial is the employee experience, good management and work-life balance.

In addition to remuneration, what are the elements that can be relied on to increase attractiveness?

Varied and international career opportunities, an inclusive working environment, ongoing training programmes and flexible teleworking options.

Mobility

A fleet of electric vehicles, incentives for public transport... In your company, what measures have been, are or will be taken to promote mobility?

We recently renewed our vehicle fleet and are aiming to have 100% electric vehicles in the near future. Employees are also encouraged to use public transport thanks to specific benefits.

CSR

What are the biggest challenges facing your organisation in terms of new CSR obligations?

We want to invest more in diversity, inclusion and equity. In 2024, we launched two employee resource groups: Rainbow Lions for LGBTQIA+ rights and ING Lioness for gender balance.

How do these same obligations impact your internal upskilling or external recruitment processes?

We have updated our job descriptions to make them gender-neutral and inclusive of neurodiverse candidates. Training, workshops and awareness-raising sessions complement our efforts.

Gen Z

They're said to be less committed, more demanding, and perhaps even difficult to grasp... Is Gen Z really turning the working environment upside down?

Yes, their clear expectations of flexibility and inclusiveness are transforming our approach. It's a straightforward generation that expresses its needs, which is good. It's a generation that can help us to accelerate in the right direction, so that we have a healthy and inclusive working environment. Meeting these needs benefits all employees, whatever their age.

What advice would you give to newly recruited 25-30 year olds?

Ask lots of questions, take the time to learn and stay curious. Curiosity is the key to growing and seizing every opportunity.

Diversity, equity & inclusion

As HR director, how would you define your role and responsibilities in relation to DEI issues?

Our responsibilities include raising awareness, regular training and running workshops. We promote an inclusive culture and actively support diversity through concrete initiatives.

Is the 'exemplary' company a utopia or a feasible objective?

Exemplarity is possible, but it requires inspirational leaders, clear alignment, a secure culture and fair rewards. Increased commitment produces a positive domino effect on all employees.

Read the original French-language version of this interview /