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Attracting the best tech talent to the FS sector with tech-enabled flexible working

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Attracting the best tech talent to the FS sector with tech-enabled flexible working

By Anne Marie Ginn, Senior Category Manager at Logitech Video Collaboration

This summer Nicholas Megaw, the retail banking correspondent at The Financial Times, reported on banks across Europe increasing their recruitment of “technology specialists” by tenfold in just three years.

Research by the paper and LinkedIn found that financial services are competing with high profile tech brands to attract and retain the same specialists. Highlighting this, Anaplan, a UK cloud business, said their engineering team in London went from five employees to more than 40 in a little over a year, and that many of these new recruits had come directly from Morgan Stanley, UBS and Goldman Sachs.

These technology specialists often fall into the ‘millennial’ age bracket, known to be attracted to firms who promote good work-life balance, with the flexibility to work from different locations, which is easily enabled by video calls and screen sharing. Flexible working and remote work are rapidly forming an essential part of a company’s employee value proposition.

Yet according to research from Deloitte and Timewise of 1,800 UK professionals, the UK’s services industry is lagging in terms of putting flexible working into practice, and ensuring those that do work remotely feel like a valued part of their workforce. Research found 30% of flexible workers felt they were regarded as less important, and 25% said they were given fewer opportunities than colleagues who worked conventional hours. A quarter also believed they had missed out on promotion.

As many banks find the lure of their city offices and long working hours losing appeal amongst millennials, flexible working must be a priority for firms looking to compete for the best talent out there.

Anne Marie Ginn

Anne Marie Ginn

Flexible working’s imperative

A recent report from Mercer, ‘Beyond the bonus’, explored how flexible working will be an important part of a new-age employee value proposition to attract millennials, in the wake of the 2008 financial crisis. The report found millennials see themselves as ‘free agents’ and expect to be able to work from anywhere, at any time.

Some banks are already starting to shift their flexible working policies in recognition of this. HSBC found flexible working more likely to motivate employees and increase productivity than pay hikes or bonuses in a recent study of UK businesses. Another financial powerhouse, Lloyds Banking Group, tracks the progress of its flexible working policies. The company records how many formal and informal flexible working requests are made each month and how many are turned down. In 2017, 43% of all UK employees had some form of agile arrangement at the bank, compared with 30% in 2014. The firm can see how the roll out of flexible working is progressing and understand how and why employees are requesting to work from home too. Managers at the bank will be able to effectively facilitate the demand for working more remotely, and in return reap the rewards of a more content, productive workforce.

It’s business sense

HSBC’s study found a clear link between employees who can work remotely and better productivity levels. The survey, undertaken by YouGov, found 81% of workers believed that the opportunity to work flexibly would help them to improve their productivity levels. Not only does a shift to a flexible working model lead to a potentially more productive workforce, but it can also save on rent. Lambeth council, for example, says it saves £4.5 million each year as more staff work flexibly meaning it reduced its office footprint and subsequently slashed its rent bill.

Another compelling argument driving business change is the cost of travel. It is an area where video collaboration technologies have traditionally made their case to enable those who want to work remotely – offering generous cost savings for executives who need to travel internationally to see colleagues face-to-face. This argument is resurfacing again as firms look to decrease the need for domestic travel too.The average time for a train journey in London, for example, is 81 minutes and counting. That doesn’t take account of all the train delays recently experienced by commuters to the capital caused by shifts in operator timetables and extreme weather patterns.

Today, it is more understood that employees can be equal contributors to a team anywhere – whether it be on the other side of the world, or just down the road. Why would you enforce a work from office policy and make employees travel to work every day on a hot, packed train or sat in stationary traffic, when working from home, even just two days a week, can have a dramatic impact on morale and productivity.

Equipping the workforce wherever they work

Flexible working is not just an employee benefit, but it benefits the business too. This is something the group Digital Mums has been pushing for a wider understanding of. They want the government’s definition to change from “Flexible working is a way of working that suits an employee’s needs, e.g. having a flexible start and finish times, or working from home…” To be changed from solely describing ‘a way of working that suits an employee’s needs’ to ‘work that works for employees and businesses.’

In recognition of mutual benefit, it’s important that we think about equipping employees with the right technologies and applications no matter where they are based. Video easily connects employees to one another and will soften the concerns of more skeptical colleagues when they can clearly see one another and meet “face-to-face” online. For example, Logitech HD webcams are a quality, easy-to-use peripheral that can be simply plugged into a laptop for an instant videocall.

It’s not just collaboration technologies that are being purchased by forward-thinking banks. Moelis, the investment banking boutique firm on Wall Street, is trying to empower those who take to flexible working by offering docking stations for those working at home. Ultimately, companies can’t afford to introduce flexible working benefits without equipping their workers with high-quality hardware and software both at home and in the office. Of course, when working away from the office in any capacity, high-speed internet is essential, but firms should also analyse job roles and the associated tech requirements, so employees can be empowered with the perfect home and office setup. For instance, looking at whether tablets with keyboard cases would be useful for employees working on the go, and providing a high-quality mouse, headset and webcam, and external monitor to enable seamless video calls and spreadsheet work from home or shared work spaces.

The benefits will come

Banks will reap the rewards of flexible working if they enable the policy with high-quality peripherals and an internal comms programme to drive adoption and culture change. It’s not just young, millennial talent that’ll be drawn to tech-enabled flexible working policies. They are also needed to help working parents juggle their careers with childcare and caring for elderly parents, and studies have found that the opportunity to work remotely and flexibly is keeping baby-boomers in the workforce for longer.

Flexible working will allow banks to shake off the corporate image that has burdened them since the financial crisis. With more modern working practices in place the city giants may find themselves back in the game, competing for the best talent.

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Research exposes the £68.8 billion opportunity for UK retailers

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Research exposes the £68.8 billion opportunity for UK retailers 1
  • Modelling shows increasing the proportion of online sales by 5 percentage points would have significantly boosted retailers’ revenues during the first lockdown
  • 72% of Brits want retailers who started an online service during the pandemic to continue operating it full time

New data released today by global payments platform Adyen, outlines the economic gains that could be accessed by getting more UK retailers online.

Economic modelling conducted by Cebr for Adyen indicates that if the retail sector increased the proportion of turnover stemming from online channels by 5 percentage points, £68.8 billion would have been added to the economy during the first lockdown.

While retail turnover stemming from online sales has grown significantly during 2020 – from 19% to 28%[1], there is still considerable room for growth.

Myles Dawson, UK Managing Director of Adyen comments: “The UK retail sector is facing an incredibly tough quarter, so creating the link between physical stores and online channels is more important than ever. With the festive period approaching and many shoppers unable, or uncomfortable leaving their homes, establishing and maintaining a positive online experience is a billion-pound opportunity for retailers.”

The research[2] of 2,000 UK consumers found that 31% are less likely to shop in physical stores now because of positive experiences shopping online during the pandemic. Furthermore, 72% of these consumers want retailers who started an online service during the pandemic to continue operating it in the long term.

However, making the process of shopping online as frictionless as possible will be key to unlocking the opportunity presented by online channels. 70% of Brits say that when shopping online, the ease of use is as important as the quality of the product, and 72% won’t shop with a retailer whose website or app is difficult to navigate.

Myles Dawson concludes: “Many retailers did amazing things during the pandemic in terms of adapting and creating new experiences – it’s a testimony to their agility that 57% of Brits said their expectations of the retail sector has improved during the pandemic. The challenge now is to consistently meet these expectations going forward. With local lockdowns in place, online channels will be key to serving many consumers in the short term. However, retailers need to see the shift to unified commerce as a long-term trend. The sooner they can demonstrate agility and jump on board, the longer they’ll reap the rewards.”

[1] https://www.ons.gov.uk/businessindustryandtrade/retailindustry/bulletins/retailsales/august2020

2 Research conducted by Opinium Research LLP

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Want to serve your customers better? An effective online strategy is what financial institutions need 

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Want to serve your customers better? An effective online strategy is what financial institutions need  2

By Anna Willems, Marketing Director, Mention

A strong online presence matters.

Having a strong online presence, that involves social media is now a crucial part of all business strategies. Whether they are retail brands, sports teams, libraries or even restaurants, most companies are investing more and more in developing their digital brand image and online presence – financial institutions are no exception.

When it comes to market trends and innovation, financial institutions are first on the line. After all, we — people and companies — trust them to manage our money to the best of their abilities. And even more so than any other market, we demand secure, trustworthy, fast and user-friendly services.

Reaching such high expectations is not a given. To this point, banks and other financial institutions have no other choice but to have a perfect understanding of their market, their audience, and their needs. What they need to get there is a fail-proof online strategy.

Gaining a deep understanding of your market

One of the best things about using social media to learn about your audience is that people give unsolicited opinions. They speak their mind and share their thoughts candidly.

This is the key to help any business to learn about themselves. They get to analyze their audience’s challenges and aspirations without having to ask them directly or serve them time-consuming surveys and polls.

UK-based Asto, a company that is part of the Santander Group, is committed to helping small businesses have access to financial and non-financial tools. Asto was looking for something that could help them discover what their target audience was talking about and find opportunities to add to the conversation. Mention enabled Asto to keep on top of reviews and customer comments, which has helped us provide a better service for our customers.

Which platform suits your offering the best?

There’s no point choosing to create campaigns on TikTok if your customers don’t use it – you need to think about who they are and work back from there.

You do this by automating the process using a social listening tool. A social listening tool will help you to view your market as a whole and identify where the key conversations are happening — and, therefore, where you should be. What’s more, you will never miss any relevant mention of your institutions, products, services, or competitors.

Handling a crisis

Financial institutions need to watch carefully for negative press – social media is the first place people will go to if they feel they’re not getting the service they need. In theory, rogue employees or unhappy clients can post anything they like online to try and hurt your brand. And if their messages gain traction, you’ve gone from one person saying bad things, to thousands.

That’s why listening needs to be part of any crisis management plan. Now, sometimes, there are crises you cannot prevent. And those usually hit pretty hard.

Power of influencers

For an influencer marketing campaign to work for your financial institution, partnering with nano content creators may well be the best way to go. They’re ability to play a part in how they shape your brand story can make a huge difference when it comes to engagement and reason to believe in your service.

Many financial institutions are already leveraging influencer marketing. It’s an efficient strategy to: Build trust and gain credibility, reach out to new audiences and share engaging stories.

The online review conundrum

94% of consumers check online reviews before they decide to buy something or subscribe to a service. They need what we call social proof. It says that the more people say they use your service, the more it will look like a good service. In short, you need to show how happy people are using your service. But not all online reviews are positive.

Having said that, we find that financial institutions shouldn’t ignore negative reviews. Instead, embrace them as an opportunity to rebuild trust in your brand. Less delicately put, take the bull by the horns and turn them to your advantage. Always respond to relevant complaints (and as fast as possible). Take responsibility for what happened. Be helpful.

And ignore trolls.

Learn from the competition

Over the last two decades, a marketer’s daily life has greatly evolved. Most importantly, we now can measure everything we do, including the consequences of our actions on our business. Having said that, you can’t evaluate how well you’re doing without comparing against

others.

Truth is that 77% of businesses rely on listening to keep an eye on their competitors. What this means is that 4 in 5 of your direct competitors are likely watching each and every single step you take. And you should do the same.

Setting the trend

From staying up to date with the latest industry trends and innovations, to keeping an eye on the competitors’ newest services, to being the first to know of potential brand crises – tracking relevant online conversations lets marketing and communication professionals working for financial institutions to stay one step ahead in an industry that is leading change and innovation.

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Why the Boom is Long Overdue (and Here to Stay)

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Why the Boom is Long Overdue (and Here to Stay) 3

By Roger James Hamilton, CEO, Genius Group

Virtually every aspect of our lives has been taken over by tech, so why is it that our schools, that are educating the business leaders of tomorrow, are still operating in much the same format as they did 100 years ago?

The global pandemic put digital learning in the spotlight and an Edtech boom has ensued, with companies like Coursera, Quizlet and Udemy seeing unicorn style growth. And the market is not slowing down. The education technology (Edtech) boom will continue.

Resilience and Growth

Unicorns are defined by rapid growth. Traditionally, these companies are not overly concerned with early profitability, long-term sustainability or value creation as much as with putting their competitors out of business.

But something different is going on in the Edtech market. The unicorn has lost its appeal. When learning platform Quizlet achieved unicorn status this year, CEO Matthew Glotzbach was keen to play down the moniker reserved for start-ups valued at $1 billion or more, preferring to liken his company to a camel.

Unlike unicorns, camels are real, hardworking beasts. Respected for their adaptability to various climates, resilience, and abilities to survive for long periods without sustenance. These are all traits much better suited to weather the economic storms created by the pandemic.

Despite their considerable abilities to adapt to challenging conditions, the climate is looking particularly sunny for camels within the Edtech market. In fact, all creatures great and small have the potential to capitalise on unprecedented growth in this sector.

The nature of education makes it a traditionally slow-moving area, which renders it unattractive to some investors. Yet, the coronavirus outbreak and subsequent surge in remote learning this year triggered a flurry of uptake in e-learning platforms.

We’ve seen the adoption rate for new technologies be accelerated by events like this before. For example, the SARS crisis of 2003 contributed to the boom in China’s ecommerce industry, as quarantines lead consumers to shop online. Of course, this market trend did not slow down once quarantine restrictions were lifted. Ever since, global online sales have risen exponentially. The same is set to happen in the Edtech market.

Providing a Solution

As with ecommerce in 2003, the demand for Edtech in 2020 was already there. It has been there for years. For the past decade at least, there has been a notable need in recruitment for qualified talent in data science, coding and digital. Edtech can bridge the skills gap, not only within formal education but also for adult learners upskilling and reskilling for today’s digital world.

Similarly, the financial crash of 2008 had the effect of fast-tracking the rise of the gig economy, requiring millions more to learn entrepreneurial skills. The idea of a job for life is now a distant memory. The Edtech sector can deliver the tools to equip students of all ages with the skills necessary for creating their own opportunities, as well as exchanging knowledge and collaborating in a digital economy.

Rising unemployment, as well as competition for jobs and government furlough schemes has seen interest in digital learning courses for adults also soar during the past few months. Figures show that the corporate e-learning market is set to increase by as much as $3.09 billion between 2020 and 2024.

Roger James Hamilton

Roger James Hamilton

The Edtech boom kickstarted by the pandemic is just the beginning in a paradigm shift in how we view education and work.

Over the next 10 years, with the rise of artificial intelligence, automated technology, and augmented reality, traditional, manual and customer service based roles will diminish and there will be less need for a large workforce when computers and machines can do the role equally well.

The need for a truly 21st century education system that reflects the needs of the job market is long overdue. Edtech companies are offering solutions to many of these issues that have troubled the economy for the past decade or more.

A Different Animal

Enter the zebra (back to our animal analogies). These types of Edtech businesses will be the ones to watch within the sector. With zebra companies, there’s a sense of community and collaboration, rather than competition. They understand that there’s room for more than one superstar in a market. Zebras are herd animals after all. The zebra believes that competition is healthy for everyone involved—something to watch and use for motivation and growth. It closely observes consumer trends and continually strives to solve new and developing problems for those consumers.

For zebra companies, profit margin is vital because it is necessary for steady growth and sustainability. Revenues hover between $5M and $50M, it serves customers within a specific niche, requires annual growth capital of $100K to $1M, and generally has more than four streams of revenue.

Zebras are both black with white stripes and white with black stripes – they have a fluidity in their approach and are camouflaged at the same time. This creates a double bottom line: Zebras want to conduct real business, by solving a pressing problem in a sustainable way, whilst reacting to contemporary challenges. This too could be said of the Edtech industry as a whole.

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