Global

Details

  • Service: Advisory, Management Consulting, Business Performance Services
  • Industry: Financial Services, Telecommunications, Life Sciences
  • Type: Video
  • Date: 2/28/2014
  • Length: 5:13 Minutes

Learning Organizations: Cultivating Talent 

Jan Fokke van den Bosch, ING:

KPMG
cutting through complexity


EXECUTIVE TALKS


LEARNING ORGANIZATIONS
Cultivating talent


JAN FOKKE van den BOSCH
Global Chief Purchasing Officer
ING Bank


in conversation with


JOHN TROS
Advisory Partner
KPMG in The Netherlands


LEARNING ORGANIZATIONS
Cultivating talent


When it comes to attracting talent, financial institutions today must overcome an image problem


JAN FOKKE van den BOSCH: Procurement is a small company within a big bank at ING, and we’re creating our own environment. We are a small service environment, and we need to attract the right people to be able to deliver our service. Banking used to be a top job in the early 2000 years, it’s dramatic. People don’t even dare to talk about it with their friends and family what they’re doing, so that’s the first war we need to fight. We need to show that banking is an honest, and probably still a sexy profession.


[00:01:00]


LEARNING ORGANIZATIONS
Cultivating talent


Procurement must have in-depth knowledge of key external spend categories


We have to find people now who have in-depth knowledge about specifications. As you know probably, a bank is mainly IT. It’s IT and external people that we’re buying. There’s a little bit of marketing, but those people, [PH] chunks make 90% of our spend. So you need to have in-depth knowledge of IT, in-depth knowledge about people, and in-depth knowledge about marketing. Those are the three main characteristics of the new procurement person in the bank. We have a new CIO. This guy says IT is for IT, and if you want to be involved in IT, you’d better make sure that your guys know just as much about IT as my guys, although they have non-value. They’re just administrators. I think that’s pretty good and also a very bold statement but it’s true.


[00:02:00]


LEARNING ORGANIZATIONS
Cultivating talent


When their work is aligned with their ambitions, people can exceed even their own expectations


I think development of people is the most important thing you can have. The only way you can have your people perform better than expected is when they are working according to their own ambition level. They need to see a point on the horizon, that’s where they want to go, that’s what I want to be in the future. And if you can help people to get there, they outperform anyone, because they know that they’re doing it for themselves, and they get somewhere. So that’s the cycle that we are doing at the moment within the organization. Instead of talking with them, what will be your objectives for this year, the first question we ask all people is, what’s your ambition? What do you want to be in five years time? Where do you want to be in five years time? And we’re making a plan for those people to get there. And if they perform like they have to perform, they will be there in five years time,


[00:03:00]


and that’s how we try to create an environment that is attracting people, because they know that, if I go to procurement, I can make the next 3-4 years towards my ambition level, and that’s what’s helping people. That’s what’s driving people.


LEARNING ORGANIZATIONS
Cultivating talent


Attracting and developing future talent is essential for the procurement function


So attracting talent, training people, I think we have, per FDE, probably one of the highest training costs of all the organizations in the bank, because we want to. We need to do those things. We have to force people to learn, to expand their capabilities and move on, and that’s something, that’s one of the hottest topics on my agenda, absolutely. Otherwise, you’ll really never be able to create a learning organization.


[00:04:00]


LEARNING ORGANIZATIONS
Cultivating talent


Ultimately, our success hinges upon developing customer intimacy within the institution


JOHN TROS: The perspectives, if I could put forward for talent, was doing business within a bank is mainly based on relationships, and that’s why I think the challenge for a procurement organization within a bank is somewhat different than within a production company, because success lies in the way they are able to create customer intimacy with their internal customers, and as long as we don’t have procurement people which are capable of really showing in-depth expertise, create customer intimacy, and be able to show [INDISCERNIBLE] to the company, you’re not going to win this. So in effect, I agree with his perspectives on it.


KPMG
cutting through complexity


[Disclaimer]
The banking sector has traditionally been highly regarded, but its reputation has taken some bruises in recent years. The result has been the additional challenge to overcome these perceptions when competing for procurement talent. Jan Fokke van den Bosch, Global Chief Procurement Officer at ING, discusses the talent management shift within his organization, the particular need for skills in IT and marketing, and his approach to cultivating talent within the procurement function.

Jan Fokke van den Bosch

Chief Procurement Office ING

Jan Fokke is the Chief Procurement Officer of ING, responsible for the total spend of approximately € 4 billion worldwide. Jan Fokke joined ING Bank in November 2011, after 10 years as a partner at A.T. Kearney management consultants.


Jan Fokke has more than 15 years experience in procurement and supply chain management in various industries, like automotive, high tech, consumer goods and financial institutions. Jan Fokke holds a degree in business economics, with emphasis in Marketing, from RSM.

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