Many major companies have now declared their intention to move flexible working from an employee option to a company-wide policy: Siemens made one of the first such declarations in 2020. However, new ways of working require the development of new skills - on the part of both employees and managers. Managers have to learn the art of motivating employees at a distance. Employees have to accept a certain degree of remote work monitoring. And leadership teams have to find new strategies to enthuse those teams while also driving productivity and business growth.
To help drive forward its post-pandemic skills base, Siemens Financial Services (SFS) has become a member of the Financial Services Skills Commission (FSSC), an independent, non-partisan, member-led body, representing the industry on skills and fostering innovative collaboration so businesses have the talent and skills they need for the future. As part of this membership, SFS has signed up two working groups run by the Commission. The first is aimed at investing in SFS people’s upskilling, reskilling and working to develop new knowledge and behaviours. The second looks at understanding current and future skills gaps and setting out a future skills framework to align firm and sector efforts.
Specifically, SFS is already implementing ‘skills for the future’ workshops – in particular an ongoing skills gap analysis for each employee which becomes an embedded part of their day-to-day working life. Learning hours are built into each members of staff’s formal work programme, with interactive tools helping every person to benchmark against the FSSC’s standards and skills frameworks. To enable the widest possible participation, the SFS programme offers a wide variety of on-demand elements which help employees self-analyse and then consume appropriate upskilling modules at the pace they can manage while fulfilling their commercial duties.
Julian Hobbs, CEO UK Siemens Financial Services, comments, “Remote and mobile working at Siemens Financial Services presents an exciting new future for our patterns of work. To be successful, it has to be firmly rooted in a culture of empowerment and trust in employees and teams. There’s no doubt that this will be challenging for manager and employee alike, and that it will require a process of evolution rather than revolution. Nevertheless, we are determined to be at the forefront of new ways of working – affording our employees an informal flexibility in how they achieve their business outcomes, taking into account the fluid and dynamic world we now inhabit. That’s how we will achieve better engaged and motivated teams over time. Our ambition is to score a win-win-win, for our customers, our business and its employees.”
Claire Tunley, CEO Financial Services Skills Council, adds, “" We are delighted to welcome Siemens Financial Services as a new member of the Financial Services Skills Commission. SFS joins us at a really exciting time as we drive forward the UK financial services skills agenda. Through the delivery of our workstreams, the Commission is working hard to address the major challenges impacting skills in the sector as well as championing diversity and inclusion and widening access to talent. This will further strengthen the UK's position as a global leader in financial services”
Kerry Huntley, HR Business Partner, Siemens Financial Services, concludes, “The FSSC inputs, frameworks and protocols are highly complementary to our existing skills development infrastructure. This helps us in two major ways: first, it validates the work we have done to date; second, because of that alignment, our membership of the FSSC is helping to really accelerate and boost our progress. In the financial services sector, people skills and service mentality, coupled with high-functioning delivery platforms, is what drives customer satisfaction, business growth, customer loyalty and profitability.”