Browse all articles across people aspects of regulation and people development within UK financial services
The most recent scandals that have occurred have been quite enlightening about our society. We have seen nasty activities being perpetrated by individuals or organisations. Many of those being multiple occurrences of the same disgraceful behaviour.
As we all know, regulation evolves. The UK’s new “Failure to Prevent Fraud” legislation has become a hot topic across financial services, particularly within FCA-regulated firms. The legislation is designed to heighten corporate accountability, ensuring that firms are proactive in preventing fraud, rather than merely reacting to it.
Yesterday, I attended the Association of Professional Compliance Consultants Culture Working Group for a presentation by Roger Miles on “AI and Social Engineering. “This was all about how people obtain information in order to gain advantage, often crime orientated.
I love a traditional London pub or end-of-the-street boozer. In the 80s, I regularly frequented these, my primary way of socialising and listening to live bands. Many are gone now, closed and converted into terrace housing, commanding eye-watering prices. Pubs evolved slowly after the 80s, clinging to their roots.
Bill Gates said, ‘Banking is necessary, banks are not’. With the amount of technology available to customers in 2024, who needs people working in financial services? Yet if banking is necessary, will there still be plenty of jobs in 2034?
In the competitive and heavily regulated debt collection industry, ensuring that staff possess the highest levels of competence and professionalism is of paramount importance to organisations.
In this article, we dive into Human Behaviour and 6 strategic tips for embedding and integrating new processes!
Last week, I attended a monthly meeting of my trade body – the Professional Speaking Association – and enjoyed a solid and reliable talk on customer service and its importance in modern business. The chap’s talk was thought-provoking, with dozens of examples and references pre-pandemic.
In the fast-paced world of financial services, managing risk isn’t just about ticking boxes for the FCA. It’s about building a solid foundation for your business, making smart decisions, and earning the trust of your consumers and stakeholders. One of the best tools for this job is a risk register.
A somewhat contentious title to this month’s article. However, please don’t shoot the messenger – this is the reality!
“Oops, we spillled our data all over the internet,” said nobody this week. But it happens, and far more often than is to effected customers. We might savour the embarrassment of the super-rich when their tax dodging is exposed by the Pandora Papers, the biggest leak of financial data in history.
The global financial crisis that began in 2007 led to a number of changes in the structure of the largest banks in the UK. In addition to the introduction of the Senior Managers and Certification Regime, the concept of ring-fencing retail deposits from riskier banking activities, such as investment banking was introduced.
