ING's Boardroom Shakeup: Why People Are Now the Ultimate Asset

AMSTERDAM, NL – June 15, 2026 – In a move that signals a fundamental realignment of corporate priorities, Dutch banking giant ING has announced the appointment of Hilde Garssen as its new Chief Human Resources Officer (CHRO), elevating the role to its powerful Management Board Banking (MBB) for the first time. The decision, effective September 1, 2026, is more than a simple executive shuffle; it is a clear declaration that in the race to dominate the future of European finance, the most critical asset is no longer just capital, but culture and talent.

Garssen, currently the chief people officer at Dutch telecom firm KPN, will step into a role that has been overseen on an interim basis by Isaac Vitini since the departure of former CHRO Ruth McGill in November 2025. By placing the CHRO on the same strategic footing as the heads of retail, wholesale, and operations, ING is making a significant bet that its people strategy is the central engine for growth, innovation, and long-term value.

A Strategic Pivot in the Engine Room

The elevation of the CHRO position is a direct reflection of a new reality dawning on the financial services industry: technology and transformation are fundamentally human challenges. ING's stated ambition to become the “best European bank” hinges on its ability to navigate profound structural shifts, from the relentless pace of digitalization to rapidly evolving customer expectations. Placing the architect of its people strategy at the core of its top decision-making body is a deliberate move to hardwire human capital into every aspect of its business.

This decision aligns with the bank's “Growing the difference” strategy, which explicitly identifies “unlocking our people's full potential” as a primary enabler. For years, ING has been undergoing a massive transition, adopting agile methodologies and overhauling its digital infrastructure. However, such transformations are only as successful as the people who execute them. The new board structure acknowledges that managing a workforce of over 60,000 employees through this change requires more than a support function; it demands a strategic leader with executive authority.

ING CEO Steven van Rijswijk underscored this conviction in the official announcement. “I am pleased that Hilde will join ING,” he stated. “Her broad experience in people leadership, transformation and organisational development will be invaluable as we continue to strengthen our culture and deliver on our strategy. Elevating the CHRO role to the Management Board reflects our conviction that people and culture are central to sustainable growth, strong performance and long-term value creation.”

The Transformation Specialist

In Hilde Garssen, ING has not just hired an HR executive; it has secured a seasoned transformation specialist. With over 25 years of experience spanning both banking and telecommunications—two industries radically reshaped by technology—Garssen’s career is a case study in guiding large organizations through disruption. Her nearly two-decade tenure at ABN AMRO, where she rose through the ranks in various senior HR and transformation roles, provided her with a deep understanding of the inner workings and cultural inertia of a major financial institution.

Her more recent role as chief people officer and a member of the Board of Management at KPN is particularly instructive. At the telecom giant, she was instrumental in modernizing employment propositions, championing data-driven HR, and fostering an agile, high-engagement culture. She guided KPN through the challenges of a tight labor market and the increasing demand for digital skills, experiences that directly map onto the hurdles facing ING and the broader banking sector. Her appointment signals that ING is seeking a leader who can not only manage talent but actively re-architect the organization to compete in a digital-first world.

Garssen herself pointed to this synthesis of technology and humanity as a key motivator. “I have always admired ING for being a digital bank where people and technology come together,” she said. “These are two areas I’m passionate about and I look forward to joining and working with colleagues across the organisation to further develop the people strategy, culture and HR function for the future.”

Remaking the 21st-Century Workforce

Garssen will inherit a complex and evolving HR landscape at ING. The bank's push toward digitalization and agile ways of working has created an urgent need for continuous reskilling and upskilling. Attracting and retaining top talent in competitive fields like AI, data science, and cybersecurity remains a persistent challenge, forcing the bank to think creatively about its value proposition to employees.

To address this, ING has already begun building a more skills-based organization, using advanced analytics to map its workforce's capabilities and identify future needs. It has also expanded its global footprint with talent hubs in locations like Spain, Poland, and the Philippines to access a wider pool of skilled professionals. Garssen’s task will be to accelerate and integrate these initiatives, ensuring that ING's talent pipeline is robust enough to fuel its growth ambitions.

Furthermore, she will be responsible for nurturing a corporate culture that can thrive amidst constant change. This means fostering an environment of psychological safety, where innovation is encouraged and collaboration across hierarchical and geographical boundaries is seamless. Her predecessor, Ruth McGill, who departed for Vodafone in late 2025, laid much of the groundwork. Now, with a seat on the Management Board, Garssen has the mandate to embed this cultural vision at the highest level of the company.

A Bellwether for European Banking

ING’s decision is not happening in a vacuum. It is a bellwether for a broader, systemic shift across the global financial sector. The role of the CHRO has been steadily evolving from an administrative function to a critical strategic partner. According to a recent Deloitte analysis, the number of unique skills expected of a CHRO has surged by 23% in the last five years—the highest increase among all C-suite roles.

Industry experts note that a modern CHRO must be fluent in business strategy, technology, and data analytics while also navigating the complexities of change management, regulatory scrutiny, and employee well-being. A 2025 survey highlighted that CHRO engagement with corporate boards has dramatically increased, with a majority now attending most or all full board meetings. This trend reflects a growing recognition that talent strategy is inextricably linked to financial performance and corporate resilience.

By formally codifying this reality in its top management structure, ING is positioning itself at the vanguard of this movement. The move sends a powerful message to investors, employees, and competitors: in an era defined by technological disruption and a war for talent, the companies that win will be those that understand their people are their most powerful strategic lever.