One important initiative at ING has been a new three-week onboarding program, also inspired by Zappos, that involves every employee spending at least one full week at the new Customer Loyalty Team operations call center taking customer calls. As they move around the key areas of the bank, new employees quickly establish their own informal networks and gain a deeper understanding of the business.
We have also adopted the peer-to-peer hiring approach used by Google. For example, my colleagues on the board selected the 14 people who report to me. All I have is a right of veto if they choose someone I really can’t cope with. After thousands of hires made by teams using this approach at every level in the organization, I have never heard of a single veto being exercised—a sure sign that the system is working well. It’s interesting to note, too, that teams are now better diversified by gender, character, and skill set than they were previously. We definitely have a more balanced organization.
Source: “ING’s agile transformation”
Original Publication: The McKinsey Quarterly
Subjects: Hiring, Human Resources, Training