Engagement

To create a positive work environment for driving high performance based on the core values of integrity, respect, professionalism and teamwork.

Business Challenge

Present in India since 1920, ABN AMRO offers an innovative product range designed around specific needs. By combining the local intimacy of a domestic bank with the support and resources of a global network offering world class products and services, ABN Amro ACES aims to create the best value by ‘making more possible’.

With assets over US $504 billion and an AA credit rating, ABN AMRO Bank ranks among the top 10 banks in the world in size and strength. Its international network comprises 3,568 branches and offices in over 320 cities and 76 countries and territories, with over 100,000 highly qualified staff.

ABN AMRO in India

Present in India since 1920, ABN Amro is traditionally known as a strong diamond financing bank. Today, it offers unparalleled suite of client services in India.

By leveraging the global reach and drawing on the expertise of a team of research, sales and trading, equity capital market and M&A advisory professionals, it has led many of the biggest and most innovative landmark transactions in India for our Corporate and Institutional Clients.

ABN Amro ACES is gearing up for aggressive growth as an independent business process outsourcing organisation. As a technology company, the training focus has always been on computer hardware and software.

The immediate challenge was to make people aware of the relevance that business and life skills have to performance enhancement, to create an environment that will enable its people in and from diverse countries to function as real and virtual teams.

Solution

It was agreed that if the objective of empowering the people and building capability in human relations is to be achieved, we should explore the commencement with fundamentals of powering effective communication and human relations so that the necessary foundation is laid for the specialised interventions.

Results

The initial audience comprised senior leaders who have proven their worth as successful professionals.

Used to functioning in silos, this group was critical of the need for a ‘soft skills’ programme.

Subsequent post programme interactions have led to clear statements on the value of the programme in improving personal and work life.

Improvements have also been noted in the work environment which has become more congenial, enthusiastic and participatory.

The positive impact of the programme across the organisation is testified by the fact that the enthusiasm for nominations into new batches has been sustained for more than two years.