Related posts:No related photos. Comments are closed. Previous Article Next Article B&Q is trying to encourage more women into management positions to helpit respond to the tastes of its growing army of female customers. Sue O’Neill, diversity manager, B&Q Social Responsibility, said the DIYchain had to respond to the changing nature of its customer base. “Whilethe whole field of home improvement and DIY has traditionally been a verymasculine one, we are seeing more and more women coming into our stores,”she said. In response, the company is eager to encourage more females into seniorpositions within B&Q. Women currently comprise just under 50 per cent of the company’s35,000-strong workforce worldwide, but make up just 9 per cent of managementpositions. “We have run informal focus groups to find out why more women choosenot to develop their careers at B&Q, and have found that the lack of rolemodels and the rather macho culture are largely to blame,” said O’ Neill.”The firm is now looking at ways of addressing the issues raised by thefocus groups.” B&Q research shows the number of women visiting the stores has increasedfrom 2.8 million in 1992 to 4.3 million in 2002. In response, B&Q has started initiatives to make the organisation more‘women-friendly’, such as women-only DIY clubs, which run monthly in stores. B & Q in search of female managersOn 2 Sep 2003 in Personnel Today
105SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Anthony Burnett As Regional Director for LEVEL5, I prospect, identify and align the needs of financial institutions across the US with LEVEL5’s integrated service offering. We develop solutions that allow our … Web: www.level5.com Details Community based financial institutions (FI’s) are the heart and soul of America. These locally-owned and operated institutions are woven into the fabric of the communities we live in, work in, raise our families and build our lives. That building involves our careers, our hobbies and our futures. That future in large depends on…money, investment and risk.Most of us are not born with the equity we need to see our hopes and dreams come true. We need money to finance our education, our houses, cars and businesses. We need equipment, tools, facilities and employees to make our lives work. The local community bank and credit union steps in to make all of this possible. It is the reason they were created, and fuels the local economy and future.In today’s changing consumer environment, where omni-channel delivery is the norm, community banks and credit unions are also challenged with delivering services in a way that deepens their wallet share, household penetration and margins…so they can continue to fuel the American spirit.In years passed, that service was almost universally delivered the same way. A customer interacted with a “banker” in a branch across three feet of mahogany. Most interactions were transactional in purpose…check cashing, payments and order filling. The world had fewer channels for consumers to access financial resources and the delivery model…worked. No, it worked great!However, today we have smart phones, the Internet, and global mobilization thanks to technology. Routine components of all things financial are now automated. Checking balances, moving money, making payments and even loan applications are handled via smart phones, tablets, laptops, drive thru’s, and ATMs. Therefore, the purpose of the physical channel i.e. the branch has changed and with it the identity of the banker.A 2014 study by Ernst & young sheds tremendous light on what is happening, and what FI’s have done to adapt. The graph below shows consumer channel preference by banking task. The study found the more routine and automated the task, the more likely the consumer is to choose a “non-human” interfacing channel. However, the more complex the interaction, the more likely the consumer prefers a physical channel…especially when it comes to sales.Over the last decade, FI’s have been moving toward a different branch delivery model based on these preferences by consumers, so they can continue to deepen wallet share, reach more households, businesses and boost margins. What was born are Universal Bankers who do so much more than the routine…they now educate, advise, and teach consumers as they discuss products, introduce experts and create deeper relationships with their customer or member in the process. In fact, NCR estimates Universal Bankers can handle up to 95% of customer requests; the remaining 5% are referred to subject matter experts.The deepening of relationships with the customer is the key. Consumers today are becoming so much better at research and analysis, but they need help making decisions and choosing a partner. So, they’ll ask a friend or a thought leader, and then go and meet the people others also trust.FIs can strengthen these interactions and introductions by following these steps as they develop their own Universal Bankers:Hire people who like people and are engaging. Customer engagement is a culture shift that moves away from transactions and toward conversations.Train the banker to ask questions. Educate the consumer before offering solutions. The Banker’s job is to listen first, and then speak from his/her wealth of knowledge or bring in experts…when needed.Invest in tools that automate routine activities and create margin for the banker to invest time with their customers. Scheduling tools, staffing models, cash handling equipment, ATMs, and or Interactive Teller Machines (ITMs) are examples of such investments.Remove the barriers to the customer. Often this involves eliminating fixtures that separate the customer from the banker, but it doesn’t have to be radical. The key is the facilitation of the desired experience.Promote the credit union’s brand in the physical environment. Stay away from artwork and use flat screens and marketing materials to communicate your unique brand message. Promote your value proposition so the community and customer know what you are about.Credit unions that embrace this model often see dramatic results. According to FDIC reports, a community bank in the Southwest organically grew its assets from $1.0 billion to $3.5 billion in five years with this engagement model. Furthermore, NCUA loan and asset data prove a credit union in Tennessee grew its loan portfolio by 50% in four years and another in the Carolinas grew its book of business by over $100 million in a similar period. These are real results, from real financial institutions who have embraced the Universal Banker model – engaging customers in a new way…and there are more.Investment in people and creating an environment that fosters engagement can change cultures. And, that culture is about building relationships…the heartbeat of the Universal Banker.