UK General Election 8th June 2017 announced – A Reaction

Election 2017
Not much is certain in Twenty-First Century politics. The last General Election didn’t follow the predictions of the polls, nor did last year’s Brexit vote. Across the pond, President Trump’s 2016 victory was not in the script. Despite the lack of certainty surrounding public votes, Theresa May has decided to roll the dice again and yesterday called for a General Election on the 8th of June.

She must have confidence in the outcome to have changed her mind and made the call. The polls strongly agree, though we know that these days no poll survives first contact with the ballot box. Though certainty may be in short supply, we can hope that whatever the result on the 9th June, it will ultimately lead to more certainty and stability in the business world rather than less.

This will be an historic election, with Brexit as the main focus. A fundamental issue dogging the idea of Brexit since last July has been the fact that though the majority of voters chose to leave the EU, there was no agreement across the leave vote as to what a post-EU United Kingdom should look like.

Election manifestos will require parties to lay out their vision of the UK. While it is true that any proposed vision of the UK may not emerge from negotiations with the EU intact, a written statement of intent at least provides a road map. There will be no certainty, but there will be more stability. The first step in a journey is working out where you are to begin with – at least we will have a starting point.

We may not have to suffer the behemoth election campaigns which Americans endure, but the campaigning surrounding the EU referendum last year certainly dragged on. The longer the campaign, the more disruption and uncertainty is caused to the business community. The short six week timetable may mean less disruption to business, which will be welcome.

Questions will still remain afterwards – most notably regarding Europe. However, we can dare to hope that ‘business as usual’ can resume by mid-June. We should have more stability than we currently have, fewer unknowns and an idea of the nation’s direction of travel, or at least the intended direction. Nothing is certain these days but perhaps, when the dust settles, the business world will emerge more stable and assured.

The Senior Managers Regime – One Year On

smr

The introduction of new rules and responsibilities for banks and insurance companies is a process. Today, we find ourselves in the middle of this process. Now is therefore an apt time to look at the past, the present and the future – how has it worked so far for those affected, what does it mean for your people today and what changes are still to come that you need to prepare them for?

A New Culture

The measures introduced by the FCA in response to the 2013 Parliamentary Commission on Banking Standards began with the Senior Managers Regime which was implemented in March 2016, have continued with the Certification Regime this March and will be extended next year to include financial institutions beyond banks and insurance companies.

As this new era of personal culpability develops, People Risk Solutions has been providing help and support to organisations and their people as they get to grips with the regime. As the SMR is extended, we have been helping our clients to establish systems and run practical training workshops which will ensure their people can adapt as the changes filter through.

Conduct Rules

Certified Persons now need to be certified as fit, proper and competent by the firm, rather than by the FCA or the PRA, as in the past. It is the responsibility of the company to come up with a process to certify all those who were previously Approved Persons, and are now Certified Persons. Part of the regime means that senior managers and certified persons have to adhere to the five conduct rules as follows:

Rule 1: You must act with integrity
Rule 2: You must act with due skill, care and diligence
Rule 3: You must be open and cooperative with the FCA, the PRA and other regulators
Rule 4: You must pay due regard to the interests of customers and treat them fairly
Rule 5: You must observe proper standards of market conduct

These rules should be familiar, but now a much stronger emphasis is placed on adherence to them. Additionally, Senior Managers have four extra rules applicable to them as well:

SM1: You must take reasonable steps to ensure that the business of the firm for which you are responsible is controlled effectively
SM2: You must take reasonable steps to ensure that the business of the firm for which you are responsible complies with the relevant requirements and standards of the regulatory system
SM3: You must take reasonable steps to ensure that any delegation of your responsibilities is to an appropriate person and that you oversee this effectively
SM4: You must disclose appropriately any information of which the FCA or PRA would reasonably expect notice

With the broadening of the regime, we have been able to expand our workshops introducing these new rules and associated features beyond just Certified Persons to all staff within a firm. This has helped clients reduce the risk of junior staff getting caught out, breaching these rules and incurring disciplinary and regulatory sanctions.

Reception

Reception to the SMR has been broadly positive, which is important given that this process is ongoing and will continue to expand next year. In a Duff & Phelps survey 55% of those polled believed that the new measures had produced a positive effect. Only 15% believed there had been a negative impact.

The 30% of undecided persons have good reason to be withholding judgement. One year on, the FCA are yet announce their first investigation under the SMR and the potential issues are still only hypothetical.

Though the changes should make it easier to identify an individual to be held responsible in the event of an investigation, will a Senior Manager – with his or her reputation and livelihood at stake – fight and resist an investigation with more vigour than a firm, which might be more inclined to settle as quickly as possible in order to return to business?

There are still unknowns and much of the response to the SMR is largely hypothetical. However, with no immediate backlash against the changes or signs of a course change, it is crucial that banks and insurance companies continue to ensure their staff adhere to the rules. With the inclusion of all financial institutions into the regime next year our workshops will continue to run, helping businesses to inform their people and reduce risk.

To find out more about how the SMR could affect you or to arrange training for your staff contact PRS here

Celebrating 10 Years of Client Focussed Excellence of People

Always keep focussed on where you are going but, on occasion, take the time to appreciate where you’ve been.

At People Risk Solutions we marked our 10 year anniversary this September at the Vintners’ Hall.  A Human Resources event wouldn’t be complete without humans and so the hall was filled with our invited guests: Clients, associates and friends of the business.

Managing Director Andrew Pullman gave the gathered crowd a brief history of PRS – from the long term working relationships with the Vintners Livery Company and overseas work in the US, France and Geneva to how the name of People Risk Solutions first came about in a Spa Swimming Pool, ten years ago.

Over that time, Andrew has grown PRS into a team of over 35 highly qualified professional associates, helped numerous clients to implement pragmatic solutions and this decade of success has culminated in the business’ best financial performance to date.

Wine flowed, canapes were served and the band of the Honourable Artillery Company played; but now that the party is over our eyes are firmly on the future.  We’re building on that past success and looking forward.  We are embarking on fresh journeys with old and new clients and one of the latest steps has been the creation of our new website.

Take some time to look around.  Find out more about PRS and how we could support your business.  Explore the services we provide for large and small businesses and, if there is a people solution that you feel you need, please contact us.

All photos by Guy Bell

PRS: Celebrating 10 years of pragmatic Human Resource support

We are delighted to be celebrating 10 years in business in 2016. As this is quite an historic milestone for us, we thought that it would be good to reflect on the journey so far …

2006     

Andrew Pullman is floating in a Spa swimming pool pondering the creation of a brand new HR consultancy business and comes up with the name People Risk Solutions. In September 2006 he sets up the business.

2007     

In February 2007 the inaugural cheque arrives from the very first transaction – the placement of a Payroll Manager!

2008     

PRS starts working for the Vintners Livery Company – our first long term outsourced HR client.

2009     

Our first step into the manufacturing sector, spending 18 months supporting TT electronics plc, just as the financial crisis takes hold!

2010     

By now we are working with 21 clients in a variety of sectors and disciplines.

2011     

Our biggest project to date, setting up the Business Growth Fund plc on behalf of HSBC in 5 short months!

2012     

The Olympics come to town and PRS continues to diversify – Andrew spends the summer in Covent Garden with a firm of Patent Attorneys.

2013     

We are tasked with running a series of culture change workshops for a continental client, in French! Luckily the associate network quickly produces the solution!

2014     

We are now working with 32 different clients in a variety of sectors, many on an ongoing basis.

2015     

A fascinating project involves facilitating the transfer of 100 staff to an oil company in Milford Haven, Wales, managed from Geneva.

2016     

We reach the 10 year point, with the business in good shape and celebrating our best financial performance so far!

Onwards and upwards!

 

In the news: post-Brexit change in a job offer

Brexit has brought with it uncertainty in all sorts of areas, not least recruitment strategy throughout financial services.

If you’ve been looking to land a new job this year, you may have found yourself in a unique position: a post-Brexit change in your job offer.

Andrew wrote an article for Financial News on just this topic, and the full article can be found here.

In the news: promotions without a pay rise

Andrew recently contributed to EFinancial Careers’ piece on accepting promotions that don’t include a pay rise. It’s not always about a salary increase, but about other benefits and long-term career moves.

This question is fascinating for employers, too, and the article includes some food for thought on what employees might look for when taking on more responsibility without a pay rise.

Read the full post from EFinancial Careers here.

 

In the news: eight phrases not to use with your investment banking boss

Whether negotiating a pay rise or simply trying to make a strong impression, there are certain phrases that may not go down too well with investment banking in the current climate.

Andrew was recently asked what he would recommend candidates and employees to avoid, and his answer was not to over-claim being “the expert”. In a changing environment, expertise can quickly become obsolete. Adaptability is more highly valued.

Read the full article and all eight phrases to avoid here.

In the news: quitting your investment banking job gracefully

As we rub up against the personalities of those we work with and the flaws they demonstrate, it’s common to fantasise about leaving a role or a company in dramatic style. In cut-throat environments and high-risk cultures, drama can be oh-so tempting.

But there’s another way that can be much more beneficial in the long-term. Andrew recently contributed to an article on EFinancial Careers all about how to create an exit strategy that doesn’t come back to bite you.

Read the full article here.