In The Know Newsletter July 2016

DSWJuly 2016

Doran Scott Willia

ms Newsletter

Follow us on Contact us 01302 760 008 infodswuknet dswuknet

Financial Services Training amp Consultancy for Every Part of the Industry

In The Know

Welcome to the latest edition of our Newsletter covering regulatory and

LampD trends hot topics and emerging issues across

the industry

Articles in this issue include

The Emergence of the Workplace Coach

Robo-Advice through Disruptive Innovation

Donald Rumsfeld and the Apprenticeship Levy Really

Trust - What can be done to Help Rebuild Confidence in our Sector Social Learning | The Forgotten Part of 702010

Janet Thomas (President of WIBF) shares her views on the role of Women Leaders

2 | In The Know July 2016


Thank you for taking the time to review our latest update which we hope you enjoy

Wersquore into the second half of the year and operating within a very different political and economic landscape from that which existed at the start of the year

Despite the enormity of the potential implications of Brexit towards the financial services sector our focus remains on sharing articles which we believe remain high on the training and consultancy agenda as business must carry on as usual

Wersquore delighted to present independent articles compiled by Janet Thomas (President of WIBF) and Steve Morris (learndirect) and express our sincere thanks to them both for sharing their opinions through this newsletter and the DSW blog

The content of this edition is presented to bull prompt awareness of the opportunities

and challenges for women leaders within banking and finance

bull provide insight and industry perspective on the potential impact of robo-advice

bull explore the question ldquowhat do we know and what donrsquot we know about the Governmentrsquos Apprenticeship Levyrdquo

bull provoke thought and ideas of how best to facilitate social media capabilities within the 702010 modern learning workplace

bull examine the opportunities for the (re)emergence of the workplace coach

bull provide a reality check which explores why two out of every three consumers do not trust the sector amp what we can do about it

We hope yoursquore making good progress against your business plans and wish you a highly successful remainder of the year ahead ndash wersquore poised and ready to talk help if needed

Patrick Doran Managing Director

pddswuknet

Welcome

CONTENTS

SALES amp LEADERSHIP

10 Banking And Finance And The Role Of Women Leaders

Janet Thomas (President of Women In Banking amp Finance) advises ldquowe are experiencing very interesting times certainly politically but also in the advancement of women I have just witnessed the appointment of Theresa May as the second female Prime Minister of this country Coincidently during the early part of my career I workedunder the leadership of the first female Prime MinisterMargaret Thatcherrdquo Janet shares her views on the opportunities and challenges for women leaders in our sector

Pg

THE REGULATORY SPOTLIGHT

6 Disruptive Innovation - Getting Sand Between The Toes

How the introduction of the regulatory sandbox will enable new entrants to the financial services advice arena to challenge the established adviser way whilstbringing the concept of robo-advice more to the fore

Pg

14 Trust DSW To Help You Rebuild Trust

Wersquore almost nine years on from the financial crisis of 2007 yet consumer surveys consistently reveal that the UK financial services industry remains one of the leasttrusted sectors We explore what can be done to rebuild consumer trust and confidence

Pg

CULTURAL CHANGE



LEARNING amp DEVELOPMENT

4 The (Re)emergence Of The Workplace Coach

Many Financial Services organisations are developing learning solutions that are shifting the emphasis from lsquotrainer-ledrsquo to lsquolearner-ledrsquo blended interventions

The drive towards learner-led solutions continues to gain momentum companies being motivated by budget savings and learners motivated by flexible access to the learning curriculum - a lsquowin winrsquo situation

Pg

INSIGHTS amp HOT TOPICS

8 Donald Rumsfeld And The Apprenticeship Levy - Really

Steve Morris Sales Director for learndirect writes ldquowith less than one year to go before the governmentrsquos proposed Apprenticeship Levy is introduced there is a lack of definitive details on the scheme and how it will operate For organisations this uncertainty could make it difficult to begin planning for the Levyrsquos introductionrdquo

Pg

12 Social Learning - Is This The Forgotten Part Of 702010

The concept of 702010 learning has beenwith us since 1996 This article explores how to embrace social learning and effective collaboration within the modern workplace learning environment

Pg



THE (RE)EMERGENCE OF THE WORKPLACE COACH

Tim Hattersley - DSW LampD Director

ldquoIn this changing world of work learning as a capability has to evolve and it has to be accessible agile and flexible Many interventions are now best delivered in the flow of work activity not in a classroom Digital

technologies enable learning to be available anytime and anywhere with many also choosing to learn in their own time and often from their own sources of learning and knowledge With the proliferation of rich

readily available online content learning design is shifting from not just creation but to curation as wellrdquo Peter Cheese CEO of CIPD ndash Towards Maturity 2016



The desire to embrace digital technologies and access the wealth of online learning resources is high on everyonersquos agenda Beyond the work environment we all continually learn in what the Open University calls lsquoIncidentalrsquo learning

However going forward we must

realise that the lsquoMillennialsrsquo are now expecting this incidental learning to become the norm in their work environment too with much of their work related learning being achieved lsquoon the gorsquo

LampD functions are challenged to embrace digital capabilities to satisfy this Millennial-led need for immediacy As LampD professionals we need to help facilitate this more and more

However even the most tech savvy learner also needs support from those who are more experienced and skilled in the subject matter Learners desire to be shown lsquohow torsquo or better still coached so that they learn lsquohow torsquo for themselves within their work environment This takes 1on1 time and often falls on time-poor line managers or internal trainers who are not necessarily subject matter experts



continued

UNLEASH EXISTING (LATENT) CAPABILTY

The lsquoknow-howrsquo to ensure pragmatic application of knowledge gained through incidental learning invariable exists within the current workplace team

The careful selection of subject matter experts who are then trained to be workplace coaches enables rapid and consistent standards of on-job competence a highly effective blend of knowledge acquisition and application

A great opportunity to engage the latent talent and expertise available within your workforce

DSW has developed a suite of coaching programmes and toolkits to transform subject matter expertise into highly effective coaching capability

The benefits of this approach include but are not limited to

Learners are helped by someone they trust and respect The workplace coach feels more engaged motivated and enabled to make a genuine

impact within the business The training enables the workplace coach to grow in confidence and learn new skills It is an excellent complement to digital incidental learning It is extremely cost effective It can provide lsquojust-in-timersquo learning support It lends itself perfectly to 702010 and in fact provides that missing element of support

within the 70 part (on the job learning)

If you are already implementing a similar approach model in your firm please let us know your experience If not then why not talk to us about how you can go about it Email DSW on infodswuknet or call 01302 760 008



DISRUPTIVE INNOVATION - GETTING SAND BETWEEN THE TOES

Will the introduction of the regulatory sandbox enable new entrants to the financial services advice arena to challenge the established adviser way whilst bringing the concept of robo-advice more to the fore

The theory of disruptive innovation was first coined by Harvard Professor Clayton M Christensen in his research on the disk-drive industry and later popularised by his book The Innovatorrsquos Dilemma published in 1997

It explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity convenience accessibility and affordability where complication and high cost are the status quo Initially a disruptive innovation is formed in a niche market that may appear unattractive or inconsequential to industry incumbents but eventually the new product or idea completely redefines the industryhttpwwwchristenseninstituteorgkey-conceptsdisruptive-innovation-2

The FCArsquos Financial Advice Markets Review (FAMR) included recommendations aimed at providing increasing access to affordable advice for consumers This advice had largely disappeared with RDR as the average lsquoman in the streetrsquo found it almost impossible to sit down with an Adviser without it costing (relative to the amount involved) lsquoan arm and a legrsquo

The need for sound financial advice is arguably greater now than it has ever been ndash just consider what has happened to the markets since the historic Brexit vote the analogy of a yoyo isnrsquot far off the mark

DO I BUY SELL OR JUST SIT TIGHT AND HOPE IT ALL GOES AWAYIn these turbulent times perhaps taking the emotion out of an investment or pension decision is a sound course of action particularly for those who canrsquot or donrsquot want to pay for personal advice It might also encourage those providing traditional advice services to lsquosharpen their pencilsrsquo to remain competitive

Perhaps the disruptive innovation being facilitated by the FCArsquos Project Innovate is just the ticket for new entrants to the advice market that will help satisfy the requirement for more accessible and affordable advice Indeed ldquoit is pretty clear hellip that the response to this challenge will be technology-driven involving automation in some form ndash a concept dubbed possibly unhelpfully lsquorobo-advicersquo ldquo

From the drafted text of a speech given by Mary Starks Director of Competition FCA at the Centre for Competition Policy (CCP) Conference on 10 June - httpwwwfcaorguknewscompetition-policy-in-financial-markets

Mike Pawley - DSW Operations Manager



Tracey McDermott the Acting Chief Executive at the FCA at the time of the sandbox launch said

ldquoSupporting innovation is an essential part of our role in promoting competition in the interests of consumers

Our aspiration is that the sandbox not only enables innovative ideas to be tested and brought to market but also helps to reduce the time and the cost of getting them thererdquo

DSWrsquos view remains that traditional financial advice is a valid and valued service particularly for those consumers who have complicated and diverse financial needs and are willing and able to pay for it

BUT the need for financial advice for the masses has never been more clear-cut whether this be as a result of traditional players returning to the market with a slimmed down offering or technology firms who make available the type of innovations that the sandbox has been set up to facilitate

Whether or not your organisation is a challenger to the existing market or being challenged by the emergence of alternative access to delivery of financial advice we believe that understanding and articulating your overall value proposition will be more important going forward than ever before

One implication of this is that competing on service ndash more so than on price ndash should be the main priority in winning customers over for incumbents and challengers alike

continued FCA - REGULATORY SANDBOX

The FCArsquos Regulatory Sandbox opened to firms on 09 May 2016 providing them with a lsquosafe spacersquo in which they can test innovative products (including robo-advice methodology) services business models and delivery mechanisms in a live environment without immediately incurring all the normal regulatory consequences of carrying out the activity

To find out more or share your views

and thoughts with us email

infodswuknet or call

01302 760 008



DONALD RUMSFELD AND THE APPRENTICESHIP LEVY REALLY

Steve Morris - Sales Director learndirect

To adopt a phrase commonly attributed to former US Secretary of Defence Donald Rumsfeld it is fair to say that the Apprenticeship Levy still has a number of

lsquoknown knownsrsquo and many lsquoknown unknownsrsquo

With less than one year to go before the governmentrsquos proposed Apprenticeship Levy is introduced there is a lack of definitive details on the scheme and how it will operate

For organisations this uncertainty could make it difficult to begin planning for the Levyrsquos introduction They can calculate the amount of Levy that they will need to pay (05 of their total pay-bill over pound3m) but may feel it is currently impossible to develop the strategies that will allow them to best benefit from the levyrsquos introduction However this absence of detail shouldnrsquot prevent organisations from beginning their planning and preparations now

So here is our take on the lsquoknown knownsrsquo and lsquoknown unknownsrsquo around the levy with less than 10 months from its implementation

The Apprenticeship Levy - lsquoknown knownsrsquoWhat we are sure about

1) The Apprenticeship levy will affect organisations across the UK in all sectors but will only be paid by employers with annual total employee pay bills in excess of pound3m It will be charged at a rate of 05 of an employerrsquos pay bill and each employer will receive an allowance of pound15000 to offset against their levy payment The levy will be payable each month through Pay As You Earn (PAYE) alongside income tax and National Insurance

2) For organisations in England that have paid the levy funding for Apprenticeship training will be made available via a new Digital Apprenticeship Service (DAS) account in the form of e-vouchers which can be spent on training with registered training organisations Funds will begin to expire after 18 months

3) Funding caps will be set on the amount of levy funds an employer can spend on training for an apprentice These will vary according to the level and type of Apprenticeship but any training must be provided to an approved Apprenticeship standard



lsquoknown knownsrsquo continued4) Organisations can only spend their levy funds on Apprenticeship training delivered by an approved provider This could be through buying-in training from an approved provider or delivering the training in-house If following the latter option organisations would need to register as an approved provider and be subject to Skills Funding Agency (SFA) quality arrangements and Ofsted inspections

5) Organisations with a pay bill less than pound3m will not have to pay the Levy and it is understood that in England Apprenticeships for small employers will continue to be funded as present until 2019 Training providers colleges and others will be awarded contracts to provide Apprenticeships and then work with small employers to deliver their Apprenticeship programmes

The Apprenticeship Levy - lsquoknown unknownsrsquoWhat we are sure about

1) As yet there is no confirmation as to when employers can begin to register for the Digital Apprenticeship Scheme or when they will be able to draw down their first e-vouchers Similarly itrsquos likely to be the summer before details are announced about how funding caps will apply

2) It is not known how long these vouchers will last as the government wants employers to have the flexibility to pay for their Apprenticeship training when it best suits their needs They also want to ensure levy funds which are unused can be reallocated to other employers

3) Whilst eligible organisations across the UK must pay the levy details are yet to be finalised with the devolved administrations of Scotland Wales and Northern Ireland about how this money is spent for organisations with operations outside of England Confirmation on this is expected later this year

4) The government is looking into ways to help organisations who may want to direct some of their levy funding to other employers for instance within their supply chains but to date no decisions have been made

5) Employers in England have been promised they will be able to get out more than is paid into the levy through a 10 government top-up to their levy funds but as yet there are no details as to how these will be funded if all levy money is allocated

6) The plan is that smaller employers ie those who wonrsquot need to pay the levy will be able to access the online system and draw down vouchers in 2019 but as yet there are no details how the funding or vouchers will be accessed after that time

7) There are questions around eligibility and whether employers will be able to spend their levy on a broader range of individuals For example graduates with degrees in arts subjects who want to undertake managerial trainingSo whilst many lsquoknown unknownsrsquo remain

we believe it is important to start planning now ndash less than one year from the Levyrsquosintroduction learndirect are working with a range of organisations to model ways for them to maximise their levy and build sustainable talent strategies as well as helping them to engage with the policy makers

So make sure you get some good advice and always be mindful of the wise words of Donald Rumsfeld ldquoThe success of an organisation will depend on the people you surround yourself withrdquo

DSW are currently liaising with a number of organisations regarding their options so please call our experts on 01302 760 008 for an informal chat about how we could support your organisation make the most of apprenticeships



Janet Thomas - President

Janet Thomas is President of Women in Banking and Finance and the Founder and CEO of TouchFX Ms Thomas is an established investment banker who has developed award-winning technological innovations for the banking industry at some of the worldrsquos leading financial institutions such as Citi and ABN AMRO Bank With her established track record of championing the advancement of women in the global finance industry

Ms Thomas works closely with thought-leaders institutions and the wider financial services community to develop fresh female talent grow and protect a strong female pipeline and leverage the expertise of senior women at the top of the industry

BANKING AND FINANCE AND THE ROLE OF WOMEN LEADERS

We are experiencing very interesting times certainly politically but also in the advancement of women I have just witnessed the appointment of Theresa May as the second female Prime Minister of this country Coincidently during the early part of my career I worked under the leadership of the first female Prime Minister Margaret Thatcher I take this appointment as a sign of encouragement for all of us who passionately believe in the power and benefits of womenrsquos equality in all sectors

Earlier this year the Treasury sponsored a review of the finance industry undertaken by the CEO of Virgin Money Jayne-Anne Gadhia The finance industry employs more women than men but in comparison to other sectors retains the largest pay gap between the genders In 2015 only 14 of the membership of Executive Committees in the finance sector were women To many of us working in banking and finance these findings are what we have suspected but could not quantify The sector drives the UKrsquos economic output and the OECD estimates that equalising men and womenrsquos roles in the workplace could add 10 to the size of the UK economy by 2030 To me what is exciting and bold in the Treasury review is the Women in Finance Charter where the Treasury and signatory firms commit to work together to build a more balanced and fair industry It is a public declaration of those firmsrsquo belief in the women who work for them and a belief in all the women working within the industry Firms that sign up to this Charter are pledging to be the best businesses in the sector As the review says ldquowhat gets measured gets donerdquo ndash and the financial sector knows all about the benefits of measuring and quantifying

Read about the opportunities and challenges facing Women Leaders



continued Opportunites for Women Leaders

In this context the opportunities for women whose firms have signed up to the Charter are manifold

1 Firms commit to supporting the progression of women into senior roles in the financial services sector by focusing on the executive pipeline and the mid-tier level

2 Gender diversity targets and strategies will be more visible within firms

3 More opportunities for talented women to progress their careers will be created

4 We will see the closing of the pay gap

5 Firms will adopt more creative ways of working

ChallengesIf the new Prime Minister pledges her support of the Charter I see the headwinds against the advancement of womenrsquos career progression in finance reducing The main challenge may be for firms to provide the right level of support for women in influential and leadership roles WIBF is well placed with a powerful network to support its members as the industry advances the gender balance agenda

Women in Banking and Finance (WIBF) is one of the largest and most influential networking organisations for women working in the UK financial industry Through a series of tailored self-development programmes seminars thought-leadership and networking events WIBF equips its members with the tools knowledge and skills to excel in their careers Our individual members work in banking and related financial services our corporate members are some of the largest global financial institutions

We have more than 4000 LinkedIn members Join Us - visit wwwwibforguk

An Interview With Following this article DSW interviewed Nicky Murdoch CEO of DMWS Nicky talks about the business and career challenges she has faced and how she overcame these to be a successful leader You can also view our previous article on women leaders featuring Joanne Mansell Click on their pictures to read more

If you would like to get involved and tell us your inspirational stories or experiences get in touch with the DSW marketing team on 01302 760 008 or email infodswuknet

Nicky MurdochCEODefence Medical Welfare Service (DMWS)

Joanne MansellHR DirectorGeoban UK (part of the Santander Group)



55 classroom learning

90 collaboration with team members

83 support from my manager

46 self-paced eLearning courses

87 general conversation and

meetings

73 google or other web

resources

43 formal education courses

54 internal personal networks and communities

62 internal company

documents

36 virtual classrooms webinars

53 support from my coach mentor

buddy

56 job aids checklists

29 open online courses (eg

MOOCs)

45 external professional

networks and communities

42 online performance support tools

15 games and simulations

30 external blogs news feeds

Formal Learning

37

SocialLearning

66

Experiential Learning

57

SOCIAL LEARNING - IS THIS THE FORGOTTEN PART OF 702010

Graham Hyde - DSW LampD Executive

The concept of 702010 learning has been with us since 1996 Organisations continue an apparently inexorable march towards the considered perfect balance between Learning in a Workplace Environment (the 70) Social Learning (the 20) and Formal Learning (the 10) that traditionally provided the structure that drove organisational learning amp development

As the power of the 10 fades and more focus in placed on the 70 it is often the middle 20 of Social Learning that is forgotten Ever since Bandura initially suggested that ldquoMost human behaviour is learned observationally through modelling from observing others one forms an idea of how new behaviours are performed and on later occasions this coded information serves as a guide for actionrdquo LampD departments have sought to harness this concept for their own powerful gain

Current pressure is on organisations to reduce the number of face to face interventions through a desire to offer either self-driven learning opportunities or simply reduce the high costs and lifestyle impact associated with out of the workplace centralised training However if we are no longer placing our colleagues in the same locational developmental melting pot how can we ensure that the advantages of social learning are not lost to us entirely

The value of Social Learning is highlighted by the importance that learners themselves place upon it In the 2015 Towards Maturity Learner Voice Survey 66 of those surveyed stated that they found Social Learning either essential or very useful A higher percentage than both Formal Learning 37 and Experiential 57

Proportion of workers finding each method essential or very useful

Data from a sample of 1681 learners taking part in a Towards Maturity Learning Landscape Audit 2015



Some of these guidelines are adapted from Jane Hartrsquos lsquoModern Workplace Learningrsquo

continued LOOKING DEEPER - IT IS THE ART OF COLLABORATION THAT DRIVES THE GREATEST VALUE FOR LEARNERS

So in an increasingly digital world how do we maintain this collaboration

Organisations have tried various technologies in the drive to meet their learnersrsquo social needs If we look solely at Social Media there are a significant amount of community forums out there that were bolted onto an LMS and lie in a state of semi-hibernation On the other side of the divide there are the giants of Social Media through which there are billions of conversations happening on any given day So what should an LampD organisation do when deciding how to effectively use Social Learning

Checklist to Facilitate Social Learning

Do LampD staff know how employees are using social media generally for personal use

Are LampD staff actively using social learning tools in their own daily learning and work

Are LampD staff exploiting employeesrsquo use of social media to support learning in the workplace

Are LampD staff thinking beyond simply adding a discussion space to a course to encourage social learning

Are LampD staff actively supporting social collaboration through lsquoworking out loudrsquo and other sharing approaches

Is there a culture in the workplace of welcoming new ideas and innovation

Is there a culture in the workplace of self governance and learner autonomy

Simply creating a blank space will not drive use and traffic A decision to either create your space where the traffic already is such as a private group on Facebook or a hashtag on Twitter may provide instant lsquostickinessrsquo for your learners This could lead to genuine use and the sharing of experience and information promoting learning

Allowing people to access Social Media at work may present security challenges Also using Social Media in the workplace has previously been frowned upon from a performance angle If you face these issues then you will need to give learners a strong reason to go somewhere other than where they are used to going Firms need to understand that learners need to take ownership of their own virtual social space and drive the benefit for themselves The power of peer excitement might just cause enough of a pull to create the traffic

In the very first instance plan something that drives the learners to collaborate like a joint project with a shared working space online or exclusive access to experts at set times for QampA Offer valued prizes such as an hoursrsquo mentoring by a senior leader for the most valuable contributor to the community (as judged by their peers) If we can make the carrot attractive enough then we can forget about the stick

If you would like to explore Social Learning and itrsquos benefits in more detail please get in touch with the DSW Learning amp Development team on 01302 760 008 or email infodswuknet



TRUST DSW TO HELP YOU REBUILD TRUST

Wersquore almost nine years on from the financial crisis of 2007 yet consumer surveys consistently reveal that the UK financial services industry remains one of the least trusted sectors The reputational damage suffered as a result of this crisis being exacerbated by widespread revelations of gross malpractice across the sector

For sixteen years Edelmanrsquos Trust Barometer (see link at the bottom of the page) has tracked the levels of consumer trust across 27 different countries around the world The 2015 results highlight that only 36 of UK consumers have trust in financial services placing the UK 19th out of the 27 countries surveyed This means that two out of every three people surveyed do not trust the industry an alarming statistic which tells us that consumers believe financial services organisations have not changed despite many protestations to the contrary

Overwhelmingly consumers remain of the view that financial services organisations place their own self-interests above those of their customers

httpwwwedelmancominsightsintellectual-property2016-edelman-trust-barometerstate-of-trusttrust-in-financial-services-trust-rebound

So What Can Be Done About itWe believe that

ldquonothing changes until behaviour changesrdquo and the statistics provide a compelling case for genuine cultural change where customer needs are placed first and product (or service) second It sounds so simple yet remains so hard to achieve because behaviour is what consumers hear and see not what the industry wants people to think feel or believe

We further believe that the change agenda should be led by understanding the constituent elements that contribute to building and maintaining trust and then demonstrating behaviours that promote trust

Patrick Doran - DSW Managing Director



continued Nothing Changes Until Behaviour Changes

Using David Maisterrsquos findings when developing ldquoThe Trust Equationrdquo as a high-level diagnostic tool enables individuals and organisations to gauge the levels of trust in their approach and services (see link at the bottom of the page)

The research concludes that credibility reliability and intimacy are pre-requisites to building trust but the key factor is the extent to which the behaviour exhibited demonstrates the approach is either client or organisation centric ie whose self-interests are being served

Our simple definition of effectively delivering advice or services to customers is ldquohelp customers make fully informed decisions with integrityrdquo This approach is underpinned by behaviours that truly demonstrate that you are putting the client at the centre This is the key factor influencing the extent to which an individual or organisation is trusted

bull dor

an sco

tt williams bull

Nos sciemus viam aut inve

niem

us

We are very active in working in the UK and across Europe to help our clients develop and maintain trusted relationships with their customers enabled by a suite of pragmatic behavioural transformation tools and programmes

With the post Brexit implications for the sector very much ldquoup in the airrdquo there has arguably never been a more important time to build trust and confidence with our customers than right now

If this approach resonates strongly then wersquod be pleased to hear from you and help in whatever way we can helliphelliphelliphellip whether or not we stand to benefit commercially from the experience

httptrustedadvisorcomwhy-trust-mattersunderstanding-trustunderstanding-the-trust-equation

DSW House Unit 3 Hayfield Business Park Field Lane Auckley Doncaster DN9 3FL 01302 760 008 infodswuknet wwwdswuknet

copyDSW 2016All rights reserved No part of this publication may be reproduced stored in a retrieval system or transmitted in any form or by any means electronic mechanical photocopying

recording or otherwise without the prior written permission of the publisher dsw This brochure may not be lent resold hired out or otherwise disposed of by trade in any binding or cover than that in which it is published without prior consent from dsw The law of copyright and its related rights in the UK applies and can be found in the copyrights sections in the

Copyrights Designs and Patents Act 1998 (as amended) Company Registered in England No 03803848

d o r a n s c o t t w i l l i a m s



Thank you for taking the time to review our latest update which we hope you enjoy

Wersquore into the second half of the year and operating within a very different political and economic landscape from that which existed at the start of the year

Despite the enormity of the potential implications of Brexit towards the financial services sector our focus remains on sharing articles which we believe remain high on the training and consultancy agenda as business must carry on as usual

Wersquore delighted to present independent articles compiled by Janet Thomas (President of WIBF) and Steve Morris (learndirect) and express our sincere thanks to them both for sharing their opinions through this newsletter and the DSW blog

The content of this edition is presented to bull prompt awareness of the opportunities

and challenges for women leaders within banking and finance

bull provide insight and industry perspective on the potential impact of robo-advice

bull explore the question ldquowhat do we know and what donrsquot we know about the Governmentrsquos Apprenticeship Levyrdquo

bull provoke thought and ideas of how best to facilitate social media capabilities within the 702010 modern learning workplace

bull examine the opportunities for the (re)emergence of the workplace coach

bull provide a reality check which explores why two out of every three consumers do not trust the sector amp what we can do about it

We hope yoursquore making good progress against your business plans and wish you a highly successful remainder of the year ahead ndash wersquore poised and ready to talk help if needed

Patrick Doran Managing Director

pddswuknet

Welcome

CONTENTS

SALES amp LEADERSHIP

10 Banking And Finance And The Role Of Women Leaders

Janet Thomas (President of Women In Banking amp Finance) advises ldquowe are experiencing very interesting times certainly politically but also in the advancement of women I have just witnessed the appointment of Theresa May as the second female Prime Minister of this country Coincidently during the early part of my career I workedunder the leadership of the first female Prime MinisterMargaret Thatcherrdquo Janet shares her views on the opportunities and challenges for women leaders in our sector

Pg

THE REGULATORY SPOTLIGHT

6 Disruptive Innovation - Getting Sand Between The Toes

How the introduction of the regulatory sandbox will enable new entrants to the financial services advice arena to challenge the established adviser way whilstbringing the concept of robo-advice more to the fore

Pg

14 Trust DSW To Help You Rebuild Trust

Wersquore almost nine years on from the financial crisis of 2007 yet consumer surveys consistently reveal that the UK financial services industry remains one of the leasttrusted sectors We explore what can be done to rebuild consumer trust and confidence

Pg

CULTURAL CHANGE







Pg




Pg



Pg

















continued





































01302 760 008





























































meetings


resources



62 internal company

documents



buddy



MOOCs)






Formal Learning

37

SocialLearning

66


57












































bull dor

an sco

tt williams bull


niem

us
















Pg




Pg



Pg

















continued





































01302 760 008





























































meetings


resources



62 internal company

documents



buddy



MOOCs)






Formal Learning

37

SocialLearning

66


57












































bull dor

an sco

tt williams bull


niem

us


























continued





































01302 760 008





























































meetings


resources



62 internal company

documents



buddy



MOOCs)






Formal Learning

37

SocialLearning

66


57












































bull dor

an sco

tt williams bull


niem

us




































01302 760 008





























































meetings


resources



62 internal company

documents



buddy



MOOCs)






Formal Learning

37

SocialLearning

66


57












































bull dor

an sco

tt williams bull


niem

us






































































meetings


resources



62 internal company

documents



buddy



MOOCs)






Formal Learning

37

SocialLearning

66


57












































bull dor

an sco

tt williams bull


niem

us













































bull dor

an sco

tt williams bull


niem

us










In The Know Newsletter July 2016

Documents

Transcript of In The Know Newsletter July 2016