Bringing their Corporate Culture to Life
It couldn’t have been a tough decision to brand ING DIRECT a vibrant, juicy shade of orange – this is an organization with an attitude, an approach and a culture that is thoroughly refreshing. Since it launched in Canada in 1997, consumers have become familiar with ING DIRECT’s distinctive style of communicating principally through its marketing: clear, simple and direct (just as its name indicates). But consumers might not be as aware of how accurately the style defines ING DIRECT’s culture and explains its success in engaging its workforce. “We bleed orange,” says Natasha Mascarenhas, Head of Human Resources, with a laugh, referring to the level of engagement ING DIRECT’s employees feel. It’s not hard to believe.
At ING DIRECT, the meeting rooms are glass-enclosed, there are no offices — not even for the CEO. It is the anti-ivory tower. This commitment to open and (literally) transparent communication is the starting point in defining ING DIRECT’s culture. Without an imposing sense of hierarchy, people feel empowered to be who they are and say what they want. What results is an energy and openness, according to Mascarenhas, “a vibe” that feeds engagement. A non-hierarchical culture is not for everyone though so prospective candidates at ING DIRECT are regularly interviewed three to four times — an indication of just how much “fit” matters to the organization. Employees join ING DIRECT understanding the values of the organization and they do so embracing a ‘work hard, play hard mentality.’ At ING DIRECT, the company is the culture.
Striving to be consistently innovative is key to the ING DIRECT culture. The company has a dedicated innovation team whose responsibility it is to encourage employees to think independently, propose new ideas and to challenge the status quo. True to ING DIRECT’s democratic approach, an accessible discussion forum has been established which allows all employees to share ideas and suggestions in an open, collbaborative and transparent manner. As a result, employees feel involved and inspired to make a contribution. They feel connected to the ideas and develop a sense of ownership for the work they do and for the organization as a whole.
ING DIRECT’s senior leadership team is held accountable for building and sustaining engagement. In fact, a dedicated engagement team meets regularly and includes representatives from each of ING DIRECT’s departments. Employee ideas, concerns and suggestions are discussed and when changes are initiated, people can see it live on the company’s intranet. The benefit is clear and obvious in terms of communicating a positive message: “They said they’d make changes and they did…”
Possibly ING DIRECT’s biggest asset when it comes to cultivating an enviable culture is the bank’s CEO, Peter Aceto, who believes that “culture comes first — then business.” One of ING DIRECT’s original employees himself, Aceto is passionate about engagement; he meets with all new employees, tweets and writes a regular blog. “He lives the brand,” says Mascarenhas. This extraordinary level of access to the CEO allows employees a truly transparent view of the organization as well as a feeling of belonging — an emotional connection to the organization that feeds the spirit and their desire to stay.
Certainly, there’s no shortage of ways for ING DIRECT’s people to feed their sense of commitment to the organization. There are development plans for every employee — a career blueprint, as well as online training resources. There is a leadership blueprint that establishes standards for leaders at all levels of the organization and programs to support their development. In some cases, there are global work opportunities within the ING Network and a “Business Challenge” program gives employees the opportunity to solve a current business issue and present to senior leadership. And finally, there is “Orange Discovery,” an unprecedented sabbatical program for employees who celebrate their 10-year anniversary with the organization with a six-week, paid leave to use as an opportunity to re-charge their “Orange Spirit”.
ING DIRECT describes its organization as being “made up of people who are united in their unpretentious, can-do mentality” which ultimately drives their ability to deliver results and award-winning service for their clients. Their culture is unique and has been recognized as one of “Canada’s 10 Most Admired Corporate Cultures” by Waterson Human Capital which annually celebrates best-in-class Canadian organizations for having a culture that has helped them enhance performance and sustain a competitive advantage. The DNA of ING DIRECT’s corporate culture is clearly a key driver of engagement in their organization. “Everything we do is driven by who we are. It is an exciting place to be” says Mascarenhas.
Recognized for:
- One of Canada’s 10 Most Admired Corporate Cultures
- CEO actively engaged and involved with employees
- Innovation encouraged at all levels
Industry: Financial Services
Headquarters: Toronto, ON
No. of Employees: 1,200
50 Best Employers 2012 Rank: 42nd
