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January 19, 2021 | Article
ING is a well-known example of an established European-based business adopting an agile structure based on squads, tribes, and chapters. In the last two years, HR has embarked on its own change journey to build more consistent and seamless HR products and services and free-up HR resources to work flexibly in various self-managed Agile teams.
The bank elected to retain its legacy three-pillar HR operating model but has redesigned these with new customer focus, flexible deployment, and responsibility for designing and delivering end-to-end solutions. This has enabled work to be delivered more quickly by fewer people and with fewer hand-offs. Small global or local teams report into one of three groups; people services, HR business partners and communities of expertise.
People services This group has responsibility for day-to-day HR operations by handling requests for HR support coming in via its cloud-based HR enterprise resource planning (ERP) platform and services call center. Global and local “employee journey” teams drive continuous improvement projects. They are organized into circles focused on the entire employee life cycle: join, develop, reward and recognize, and move on. Teams work on designing and improving different employee experiences within each phase of the employee
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