Eames Consulting acquires Hong Kong based recruitment firm Mainstay Asia
We are pleased to announce that Eames Consulting has acquired Hong Kong based recruitment firm, Mainstay Asia. The strategic acquisition allows us to enhance our talent solutions to better support our clients in Asia. We create opportunities that allow our clients, our candidates and our people to achieve their ambitions. The natural synergies between our brands are clear, from our customer-centric approach to how we operate, and our guiding values and purpose. “Mainstay offer unrivalled contract and SOW solutions in Asia. When meeting with Ross Carter, Mainstay founder, we shared a common vision for how we aim to serve the market, add value to our customers and develop our people. I am committed to enhancing our service offering and creating opportunities for our customers. This acquisition will enable Eames Consulting to continue to deliver for the Asian financial services and technology sectors.”, shared Eames Consulting founder and CEO, Matthew Eames. That was echoed by Mainstay Asia founder Ross Carter, who shared: “Peter and I are delighted to move Mainstay Asia onto a platform and into an organisation with aligned values and the same customer-centric focus. We are entering into a hugely exciting chapter as we focus on scaling our Statement of Work business for our customers.” To succeed in a constantly evolving and competitive landscape, businesses need capable and efficient partners who can help them be more strategic in how they hire and transform their business. By joining forces, we're now able to offer our clients a wider range of talent solutions, including both permanent and contract recruitment solutions, as well as Statement of Work (SOW). The acquisition will provide Mainstay Asia employees with the benefits of being part of a larger organisation, including access to a wider infrastructure, resources and support. We are excited about the opportunity to further enhance our service offering in Asia and look forward to welcoming our new colleagues to the Eames Consulting team. --- About Eames Consulting Eames Consulting is a contingent recruitment business with international reach, founded in 2002, specialising at the mid-to-senior level of the insurance, financial services, and technology markets. We are driven by a common purpose: to make opportunity happen. With over 150 specialist consultants across the UK, Europe, USA and Asia, we are expertly placed to partner with our clients to provide effective recruitment and advisory services tailored to their specific business needs. www.eamesconsulting.com About Mainstay - Asia Mainstay Asia is a specialist recruitment consultancy, focused on delivering top talent within the financial services, technology, and commerce sectors across the Asia-Pacific region. With offices in Hong Kong and the Philippines, we offer a personalized service and pride ourselves on developing strong relationships with our clients and candidates. www.mainstayasia.com Contact:Sarah RoebuckMarketing Directorsarah.roebuck@eames-group.com
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Eames Insights: Embracing the transformation era
As technology and automation continue to advance, it's becoming increasingly important for organizations to transform their workforce to stay competitive. But where do you start? I gathered insights from senior HR and change management professionals in Singapore about digitalization, and advice on how to pivot into the workforce transformation space.What roles are increasingly important to invest in for the transformation era?Technology, including cyber security, as this is highly sought after given a lot of confidential communication happening online. We need to be creating more effective workplace collaboration tools and more strategic HR personnel, that can help navigate organizational challenges with regards to employee management. HR and People Specialist, Tech VendorThe below roles are increasingly important to invest in and hire for in the current transformation era. Lead cross-functional teams, today's split of teams into digital and non-digital requires that leaders have knowledge of both the advantages and disadvantages of each department. Digital products and services are the next one because there is a growing demand for digital channels and to use or create products and services through them. The last one is engineers who understand cloud service, as many businesses already use cloud-based services, with more still converting. Change and Strategy Manager, Global InsurerIn the insurance transformation industry, the growing popularity and capabilities of GPT-3 and GPT-4 are likely to create new opportunities for professionals with skills in AI and Machine Learning, as well as those who can analyze these large sets of data to better understand risk and develop more accurate pricing models. Transformation and Change Lead, Global InsurerIntegrators – I know this is not a widely advertised role but often I see organizations being disjoint in their transformation efforts because each division in the organization is trying to get on the bandwagon and have its own transformation department resulting in work silos. Transformations can only be truly successful when there are synergies in the transformation effort that each division is trying to achieve. We need integrators to bring these transformation efforts together. Strategic Change Manager, Global InsurerWhat is your advice when looking to pivot into the workforce transformation space?You need to understand the business challenges, and that no two businesses are the same. As well as employee motivations, which can be very different. You need to take the time to understand how much of the business has changed and work from there. HR and People Specialist, Tech VendorBefore planning for a workforce transformation, organizations must consider what the key business priorities are, so workforce transformation processes can be measured against those goals. Businesses that focus on too many top-level goals at once may find that none are achievable. Effectively launching workforce transformation requires planning. Here are some considerations; you can conduct a skills assessment and recommend using a multi-faceted approach to measuring employee skills, including looking at existing job descriptions and performance reviews, talking to managers, and surveying employees themselves; identify critical needs and goals before embarking on a workforce transformation initiative, company leaders should identify and prioritize the most critical skills to fulfill those goals; you can create a plan for skills development which can help build employees’ skills such as external/internal online training and mentorship programs and lastly, measure and adapt. You should regularly check in to ensure your transformation strategies are effectively delivering new skills and meeting company needs. Change and Strategy Manager, Global InsurerAccepting and the knowledge that every company is different is essential. Workplace transformation can take different forms in different companies. You need to be able to be flexible in pivoting plans and strategies and truly take time to understand the company culture. Strategic Change Manager, Global InsurerIf you are interested in talking about market trends, or help with your career planning, please drop me an email at:amelia.chan@eamesconsulting.com
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Eames Insights: An interview with Fredy Aga, chief financial officer at Trust Bank
Fredy Aga is the chief financial officer of Trust Bank, the first of Singapore’s new wave of digital banks backed by Standard Chartered Bankand FairPrice Group. Fredy has more than 25 years of experience in the financial services industry and has held various leadership positions across a range of financial services, such as consumer banking, SME, corporate institutional and digital banking.Prior to his appointment at Trust Bank, he was the global head of finance for technology and innovation at Standard Chartered Bank.In this episode, I chat with Fredy about: The evolving finance functionTalent gaps within finance Essential skillsets for financial professionals to move their career forwardAdvice to young finance professionals The leadership pathThe evolution of leadership skills
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Eames Insights: A lens over the Singapore technology market
ChatGPT, blockchain, and cryptocurrency, these all have implications for professionals both working and leading in the technology sector. But what are the opinions about the impacts they may have. I have gathered insights from three leaders in the sector to probe into each topic and how it relates to scenarios in business. With the emergence of AI and ChatGPT, what impact do you feel this will have on the market regarding software development and candidates using it to complete technical tests during the interview process? This is an amazing tool for engineers and data scientists, as it saves a whole lot of time. I believe in the long term it will have a positive impact. It might affect the engineers with lower skill sets, as they may not be good enough to use as a tool to help them. We also need to recognise that it will be used to cheat on tests, and this will ultimately change the way people are tested. Senior Engineering Leader at Financial InstitutionCandidates cheating on technical tests have always been a challenge for hiring. The emergence of ChatGPT further worsens this problem. Thankfully, solutions are being built to identify if ChatGPT was used for generating code or content. Companies should do away with offline technical tests and wherever possible, get candidates for in-house interviews and have them whiteboard the solutions to minimize the risk. Hari Thiruppathi, Engineering Leader Like many things with AI, the real power of this is in a human - AI collaboration more than anything. So, if anyone can use ChatGPT or Code Pilot to complete their technical tests, I think it's okay - they are being smart about it. It is similar to using Google to find the right syntax or StackOverflow to find the right design to solve the coding problem. When I hire someone into my team, I'd be interested in talking to them about their technical test, to understand why they chose a design or implementation. If they can defend their solution, ChatGPT or not, they are a good hire. Archanaa Ravikumar, Head of Engineering at AutumnWhat impact do you think the current state of the cryptocurrency market will have on the financial market, and vice versa? I don’t see any big flow-on effects. But traditional finance might have an impact on crypto, if the recession hits harder it will hit the cryptocurrency as well. This might be a good investment opportunity. Senior Engineering Leader at Financial InstitutionThe sell offs happening in traditional assets due to the plunge of cryptocurrencies have an impact on businesses as their capital shrinks and they find it hard to innovate, grow or even sustain. This leads to things such as budget replanning and headcount reductions. Hari Thiruppathi, Engineering LeaderHow do you feel blockchain can be adopted into traditional banking and payment systems? Yes and no, it has got technological limitations. It is a more generic tool and will struggle to match traditional banking tools that are built specifically, for example, trading. Sustainability wise isn’t too bad. Senior Engineering Leader at Financial InstitutionBanks can issue new blockchain based digital assets that are less risky than the decentralized currencies, by pegging them to assets that have an intrinsic value. Hari Thiruppathi, Engineering LeaderIf you are interested in talking about market trends, or help with your career planning, please drop me an email at: nigel.ma@eamesconsulting.com
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Abigail Moss as a guest on Women's Security Society
I am proud to have been featured on Webinar Wednesdays for the Women's Security Society, which is an organisation that aims to support women from all backgrounds and experiences in different areas of security.Webinar Wednesdays offer the opportunity for guest speakers to share their knowledge around one topic. This webinar was about professional progression, and I was thrilled to share my take on progressing within security and my experiences and knowledge around gender equality in the workplace.I have been working in recruitment for over 15 years, and for the past two years, I have grown and developed the Eames Consulting cyber practice, personally leading all senior cyber security hiring. I am a passionate advocate for ED&I and I sit on the internal ED+I committee.Key takeaways from the webinar:Be your own champion: as women are naturally more reticent to celebrate their wins and achievements, they need to be coached to celebrate these. Similarly, if you have achieved something make sure that you log the data and net impact results of your actions so that at appraisals can quantify your successes.Organisations need to showcase success of all participants in the win; not just a team leader, or the loudest voice.There is a tangible impact on progressing female talent.We need to re-educate on what security is as a sector: there are many clear transferable skills for individuals of all gender identities to move into our space; as security is chronically understaffed it is essential to look at the quickest wins.Most recently I have published a report on the importance of understanding the changing attitudes in the cyber, infosec, and digital trust marketplace. Download the report here.
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Eames Insights: Workforce transformation and building digital capabilities
Flexible working is here to stay, and with massive workforce transformation happening across the globe, we need to evolve how we manage teams and adopt the relevant technology and tools to be effective without being in the office. I have gathered insights from senior HR and Change Management professionals in Singapore on how to create an engaged workforce and some top recommendations on the attributes, skills, and tools that can help organisations remain successful. Given the world's recent move to hybrid working, how do you foresee the future? I think moving forward we will see more and more people wanting to continue with this style of working, as it seems to be showing positive impacts on mental health as well as work output. HR and People Specialist, Tech VendorMy current organization would like to keep the hybrid approach because it promotes a healthy work life balance, which benefits both the company and the employees. Many people who work in Bangkok live far away from City Centre, and hybrid means they do not have to leave their homes when traffic is at its worst in the morning, sit in traffic for a couple of hours and get stressed about making it to work on time. However, there are clock-in and clock-out standards for teams like customer service, reception, and cleaning. Change and Strategy Manager, Global InsurerThere is a move towards flexibility to work from home or come to the office. However, even though the relationship between workers and the office is changing, career growth, collaboration, and connectedness cannot be done remotely. The preference at my current organisation is still to have employees, who not just come to the office but want to come to the office. Transformation and Change Lead, Global InsurerIn my opinion, my organisation is progressive on this front. We have been piloting a 4-day week since last year and started offering employees alternative workplaces through the Switch app. Strategic Change Manager, Global InsurerWhat are the most pressing challenges organizations must address to build an engaged workforce? Engaging employees is my toughest challenge at the moment. Everyone is settled with working from home since it’s been proven effective and a less distractive way to work. However, that also leads to them being slightly, and a lot in some cases, disconnected from the workspace. With that said, ensuring employee engagement is tough. I believe it is time to change how we define “engaged” employees. It is no longer about how often they are participating in work activities or socials, but about how responsive they are on Slack. HR and People Specialist, Tech VendorOne of my challenges is employee disparities between hybrid and non-hybrid, as working remotely is not a possibility for everyone. Frontline employees can feel like they are working harder while their desk-based co-workers relax at home. Employees who spend most or all their time working remotely may feel deprived of conversations and decisions because they are not in the same room as others. Another challenge is inefficient communication which slows down processes, and work gets done at a slower pace, and sometimes employees may feel confused or miss important information. We need to be focused on creating the right hybrid work environment, as hybrid means that fewer employees will be in the office every day. This can also cause a dedicated workspace to be seen as a waste of resources. Change and Strategy Manager, Global InsurerOrganisations need authentic leadership; I have seen many leaders who promote a company culture because they feel they need to, but don’t believe in it or practice it. Employees are savvy, and they catch on quickly. Another one is servant leadership, we need to develop a culture where we do not ask what the people can do for the company but what leaders can do to make their work easier to bring growth to the organisation. Strategic Change Manager, Global InsurerConsidering workplace transformation and digitisation, what people or technology capabilities do you find most important moving forward? Collaboration tools, time and task management tools. Working remotely will need better methods to collaborate. Another important one would be employee engagement tools. HR and People Specialist, Tech VendorFrom a people perspective, an IT network engineer, a data scientist, and a mobile developer are key. From a technology perspective, cloud base services, VOIP call and chat tools, big data, machine learning, mobile technology and AI and Robotics. Change and Strategy Manager, Global InsurerEmployees need to be provided with the right tools to support their work in a digital environment, cyber security and remote access tools are the most important. When thinking about people, achievers and thinkers are the most important to build the future of the organisation. Transformation and Change Lead, Global InsurerIT savviness and the ability to easily and quickly pick up the applications that your organisation is using enterprise-wide. Soft skills are also important, such as the ability to articulate your thoughts and messages succinctly especially with virtual meetings when you may not have the attention of your audience as compared to face to face. With most organisations moving to Cloud, it will allow the flexibility of ramping up services, storage etc. quickly. Unfortunately, it is surprising some organisations are not prioritising budget upgrading legacy systems which gives them technical debt. Data governance is also a huge consideration, many organisations while trying to get onto the bandwagon of data science, AI, machine learning does not have the fundamentals of data governance structure which provides the foundation that will provide good data to these applications. In this case there will be a big set of the work cleaning up bad data and data governance structure will reduce the data clean up time. Strategic Change Manager, Global InsurerIf you are interested in talking about market trends, or help with your career planning, please drop me an email at: amelia.chan@eamesconsulting.com
Eames Insights: A lens over the Singapore technology market
ChatGPT, blockchain, and cryptocurrency, these all have implications for professionals both working and leading in the technology sector. But what are the opinions about the impacts they may have. I have gathered insights from three leaders in the sector to probe into each topic and how it relates to scenarios in business. With the emergence of AI and ChatGPT, what impact do you feel this will have on the market regarding software development and candidates using it to complete technical tests during the interview process? This is an amazing tool for engineers and data scientists, as it saves a whole lot of time. I believe in the long term it will have a positive impact. It might affect the engineers with lower skill sets, as they may not be good enough to use as a tool to help them. We also need to recognise that it will be used to cheat on tests, and this will ultimately change the way people are tested. Senior Engineering Leader at Financial InstitutionCandidates cheating on technical tests have always been a challenge for hiring. The emergence of ChatGPT further worsens this problem. Thankfully, solutions are being built to identify if ChatGPT was used for generating code or content. Companies should do away with offline technical tests and wherever possible, get candidates for in-house interviews and have them whiteboard the solutions to minimize the risk. Hari Thiruppathi, Engineering Leader Like many things with AI, the real power of this is in a human - AI collaboration more than anything. So, if anyone can use ChatGPT or Code Pilot to complete their technical tests, I think it's okay - they are being smart about it. It is similar to using Google to find the right syntax or StackOverflow to find the right design to solve the coding problem. When I hire someone into my team, I'd be interested in talking to them about their technical test, to understand why they chose a design or implementation. If they can defend their solution, ChatGPT or not, they are a good hire. Archanaa Ravikumar, Head of Engineering at AutumnWhat impact do you think the current state of the cryptocurrency market will have on the financial market, and vice versa? I don’t see any big flow-on effects. But traditional finance might have an impact on crypto, if the recession hits harder it will hit the cryptocurrency as well. This might be a good investment opportunity. Senior Engineering Leader at Financial InstitutionThe sell offs happening in traditional assets due to the plunge of cryptocurrencies have an impact on businesses as their capital shrinks and they find it hard to innovate, grow or even sustain. This leads to things such as budget replanning and headcount reductions. Hari Thiruppathi, Engineering LeaderHow do you feel blockchain can be adopted into traditional banking and payment systems? Yes and no, it has got technological limitations. It is a more generic tool and will struggle to match traditional banking tools that are built specifically, for example, trading. Sustainability wise isn’t too bad. Senior Engineering Leader at Financial InstitutionBanks can issue new blockchain based digital assets that are less risky than the decentralized currencies, by pegging them to assets that have an intrinsic value. Hari Thiruppathi, Engineering LeaderIf you are interested in talking about market trends, or help with your career planning, please drop me an email at: nigel.ma@eamesconsulting.com
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USA Actuarial & Data Science Market Update 2023
“With two-thirds of chief economists expecting a worldwide recession in 2023, the global economy is in a precarious position.”With a slowdown in the economy, “The Great Resignation” has begun to subside. Unsurprisingly, we saw a larger increase in actuaries starting a new position over the past 6-9 months. In addition, we have seen a lot of companies continuing to grow with many more opportunities across the market. With the worldwide recession looming, the market has started to anticipate this, with candidates becoming even more resistant to perceived risk. Hurricane Ian also brought huge losses to a lot of P&C insurance and reinsurance companies, with a large impact across catastrophe modelers. The typical candidate seems to be very concerned about the economy and about the stability of their jobs, which is understandable in such a climate; however, this has also seen candidates wait too long to make a decision – with key clients still hiring. However, there doesn’t seem to be a slowdown in hiring in the P&C actuarial space, and actuaries are still very much in-demand. Following in this report, we will share our thoughts on hiring and market trends, including;Skills-specific hiring trends based on pricing, reserving, CAT modeling, capital modeling and data analytics/scienceMarket trends, including hybrid working, actuarial transformation, and D&I
The changing perceptions of the cyber industry
Over the past few years, perceptions of the cyber industry have changed drastically. Once viewed as a niche sector, it is now recognised as one of the most critical industries in our digital age. We recently surveyed mid to senior-level cyber professionals working in banking and finance to understand workplace attitudes.From our research, 70% of respondents are actively looking for new roles, most with post-Covid contracts and values at the core of this decision. Classified as movers, their opinions matter to fully understand these motivators and how we retain top talent in this critical industry.
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Finance & Governance Market Update - Q3 2022
Let me cut to the chase, and you’re reading this blog because you want to know what’s going on in the market, so here are 7 digestible points of useful information on Q3 recruitment trends:H1 feels like a long time ago now, and the good (or bad?) news is that a lot of that market craziness in terms of candidate supply and demand being out of sync has died down, albeit we are most definitely not in calmer recruiting waters, (yet). Our June, July, and August were exceptionally busy with lots of roles seeking to make offers and get people signed up ahead of the Autumn. But since September, there has been a very small slowdown in demand for new talent as firms look to stock take or put select roles on hold. Despite the outlook in mainstream media, we are not seeing a total slowdown in demand; however, it’s clear that a lot of traditional, as well as alternative funds, are taking stock of who they’ve hired in the last 12 to 18 months when weighing up current or future needs. The market has been reactive and short-term in its recruitment outlook for the last few years; this is not new news. But what has changed since the summer is how quickly hiring decisions are changing. In some cases, week by week as people change their minds and re-scope a role, put a role on hold, or opt to bring in a contractor over a permanent hire. Broader political and economic factors are obviously at play which isn’t helping with the short-term thinking behind a lot of hiring decisions, and this has led to a significant increase in the medium to long-term BAU contract or interim roles to plug the gap. Recruitment processes have continued to be hit and miss, with lots of roles dragging on and on and on through multiple rounds of video calls, face-to-face meetings, and tests, whilst others complete quickly and within a matter of days in some cases. With a candidate market that is still barren in lots of areas, running a slick and efficient process is crucial, especially heading into Q4 when candidate commitment levels tend to vary due to a combination of workload, year-end planning, and bonus payouts. We’ve also been recommending a lot of firms skip straight to face-to-face meetings for candidates who look like obvious contenders. As efficient as being able to jump on to a Teams or Zoom call is, it can unintentionally slow down a process and mean you accidentally end up running two first-round interviews. Bonuses for 2022 are expected to be slightly up from 2021, with most buy-side firms benefiting from favourable market conditions. Bonus buyouts are occurring at all levels of the market, from mid-level roles at £60,000 - £80,000 base salary through to senior appointments; in a lot of cases, it’s the only way a successful hire can be made. Whilst some of this is seasonal and typical of end-of-year hiring, very few buy-side firms have had a poor 12 months, and this has driven up the volume of conversations we’re having when negotiating an offer. Those firms unwilling to offer some form of a sign-on or buyout will struggle to attract the best people out there unless hiring someone who’s recently had their bonus or from a company that doesn’t award particularly high bonuses (i.e., professional services firms). Although that being said, two of the Big 4 recently announced hefty base pay increases and retention bonuses across most service lines – it’s never easy! Throughout this year and continuing into Q4, people are moving for an average base salary increase of between 15-20%. Occasionally it’s more than this, but the majority of the time, it’s the numbers above. There continues to be a lot of white noise around people moving for obscene increases in base salary at 30, 40 or 50% plus. Very occasionally, this is happening, and more often than not, it’s due to people accepting a counteroffer. Based on what we’re seeing with external moves, this isn’t the case, and three-quarters of successful introductions my team has made year to date have resulted in pay increases of between 15-20%. Being crystal clear on base pay and total compensation has never been more important. At the newly and recently qualified level, hiring slowed down over the summer into September, and we saw more and more demand for candidates in the 2 to 3 years post qualified bracket, with clients demanding prior industry experience over first-time practice movers. This is still a key theme heading into Q4, and finding genuinely good talent in the 2 to 5 years PQE bracket remains incredibly difficult, as this level has been heavily sought after for the last 12-18 months across all areas of Finance. The good news is that newly qualified accountants are in plentiful supply, with a new wave of qualified candidates coming to market and keen to make a move. Audit first-time movers are increasingly keen to get into Finance roles in both core reporting as well as funds finance and operations. Whilst there will always be a number who try and make the move into something commercial or front office linked, the last few months have seen a steady increase in newly or recently qualified accountants happy to jump into industry into bread and butter Finance roles. Lastly, flexible working! This remains high on most job seekers' lists, and per previous updates, it is increasingly becoming a deal maker or deal breaker, depending on whether a company has embraced the future of work. Most firms seem to have settled on some form of hybrid working, typically 3 or 4 days in the office, and those that insist on Finance employees being office based 5 days a week run the risk of becoming out of touch very quickly. If you have any questions or if I can help in any way please reach out glen.roberts@eamesconsulting.com
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Attraction and retention of mid-senior women in financial services
On the 19th of January, we welcomed over 60 talent acquisition and HR professionals from across the financial services space to discuss strategies to improve the attraction and retention of mid-senior female talent within the market. We heard from Laura Blaxland, Talent Acquisition Senior Manager at Fidelity Investments and Elizabeth Willetts, Founder of Investing in Women, and it was a fantastic and informative session. The rationale behind this event is that we, as talent professionals, are acutely aware of both the internal demand for greater diversity at senior level and the practical reality and challenges of a lack of candidate depth to be recruited. Using the gender pay gap as a metric, it is clear and obvious that women are not reaching the same career potential as their male counterparts, and there is a clear window where women fall behind, and some very common causes as to why.This creates a knock-on effect that, when hiring at mid-senior level (£90,000-150,000+), the talent pool of female candidates who have the skills and experience to compete with their male counterparts is very shallow and the ability to deliver diverse slates of candidates, and ultimately hire female talent is diminished. The current landscape:The gender pay gap is a well publicised metric, currently standing at 26.6% within financial services, well above the 12.1% for the wider UK marketThe top five sectors with the largest gender pay gap are within financial services The pay gap is low from graduate level to people in their 30s, then widens rapidly between ages 30-45The female employment rate is 72.2%, whilst the male employment rate is 79% The female economically inactive rate is 25.1% and the male economically inactive rate is 17.9%The primary reason for being economically inactive is caring responsibilities, with a significant difference in people impacted when comparing gender (Women – 1.3M, Men – 300k)Parents of dependent children are the highest employment rate group. with fathers 94%, and mothers 78%Lone parents with dependant children have the lowest employment rate at 65%What are the solutions? Mid-senior female talent, especially those with children, need and demand flexibility from an employer to balance work and parenting. This traditionally was challenging or sometimes impossible to achieve with a five day in-office culture. The shift post-COVID to hybrid working and the increase in men taking on more childcare responsibilities has allowed for greater potential to achieve a balance. The principle options that fall within the “flexible working” umbrella are: Hybrid 3/2 Fully remote Part-time Job share Term time 5 Days in 4The primary reasons for flexible working to be desired are: Child care – school runs/holidays/after-school needs Physical health and mental health– some health challenges can impact the ability to commute and/or affect the ability to work in an office environmentPreferred working patterns – larks vs night owls Increase in pet owners during and post lockdown Neurodiverse candidates that work better in quiet environments/homes. One strategy that has allowed those with career breaks to return to the workforce is a Returner Scheme. What is a Returner Scheme, and how can you ensure its success? “Female talent not necessarily hard to find, but can be hard to move” – Laura BlaxlandThe primary role of a Returner Scheme is to facilitate and support those who have had a career break (typically 2yr+) re-join the workforce, often on a 6-month fixed term contract initially, with 95% of those being offered and taking permanent positions. The biggest barrier is the attraction phase. It takes a lot for a woman to apply for a job, and typically women will seek to tick 80%+ of the “desired skillset” before applying, so if they do apply, there is a lot of thought that has gone into it. Ensuring the right language is used in a role profile, the advert is not laden with too much technical language and the requirements are clear and limited to a small number of points will increase attraction.During the interview process, it is essential to ensure there is a diverse panel of interviewers and that feedback is given quickly, clearly and in detail. Additionally, focusing on transferable skills and what can be trained in a 6-12 month window allows for candidates to be seen as a whole, and training requirements can be identified and built into the onboarding and development of that role.The biggest upside of embracing flexible hiring models is increased loyalty and retention. This is primarily because it provides balance that is the key priority. The lack of alternative options in the current market leads to employees staying with firms longer and therefore gaining more promotion opportunities - and driving gender balance at a senior level.Barriers to increasing opportunities that would benefit mid-senior women “A primary objection to flexible working requests is that it will open the flood gates and everyone will want it” – Elizabeth Willets It is prudent to highlight that not all roles and industries lend themselves to flexibility, such as fully remote. Financial services is one of those, as the culture is built around collaboration, quick decision making to respond to market changes and learning by osmosis from senior leaders. Traditional views from hiring managers are a significant barrier. However, these can be overcome by highlighting the benefits of a diverse hire. Examples to overcome objections can be:Returners are immediately available It is easier to find two people with complementary skills in a job share capacity than one that has all the skills but cannot be found Skills needed now that are going to be obsolete in 5-10 years’ time. Focus on future proofing skills and transferable ability Summary The overwhelming theme that came out of the event is to improve the attraction and retention of mid-senior women in financial services, the key is to embrace the opportunities it offers.This starts at the top of the firm, with visible senior stakeholders taking ownership of delivering diverse hiring and empowering hiring managers to lean into the process. Tailored support is needed from the beginning of the process, this needs to be consistent and continue throughout the attraction, onboarding and initial period of employment to allow people to fulfil their potential.What can be done to improve mid-senior female attraction?Improve the hiring process to be more open to flexible working Ensure advertising and engagement is done in a sympathetic way, and time is given to allow women to consider and make an application which may take longer than men to do Ringfenced headcount for diverse hiring and ensuring diverse hiring for roles are allocated within the budget and protected External search conducted on a retained or exclusive basis with longer timescales to allow recruiters to engage broader talent Visibility of senior female role models and active engagement of future talent from Day 1. You cannot be what you cannot see. What can be done to improve mid-senior female retention?Employee benefits are key. Family-friendly policies such as enhanced paternity leave, designated family days in addition to traditional leave for unseen issues that arise, open to all that also allows annual leave to be protected to ensure proper breaks and the ability to recharge C-Suite buy-in is essential. Having diverse hiring as a key performance metric for senior management and tracking performance against targets on a regular basis Hiring for future needs, looking past specific technical requirements and viewing the person as a whole Targeted support for those returning from a break. Regular review meetings with managers and HR, “buddy” systems of others on the cohort, or previous scheme members, clear communication in expectations in the role and respecting the requirements of the individual and not applying pressure to flex to “traditional” hours or needs during busy periods.Should you wish to speak further on any of these topics or how a recruitment partner can improve outcomes in mid-senior hiring, do reach out to speak further by contacting me at andrew.mackay@eamesconsulting.com.
Dive In 2022: How do you think organisations can build braver, psychologically safe work cultures – both on and offline – that allow people to feel safe, valued, respected, and free to express themselves authentically?
This year's annual #DiveIn theme is #bravercultures. Focusing on both online and offline culture – Dive In is opening up the conversation on how to build a workplace that truly allows people to feel psychologically safe, valued, respected and free to express themselves authentically. This is a massive topic and we as leaders, managers and recruiters know that people behave and deliver in the best way possible, when they feel authentically themselves, and more in alignment with the values of an organisation. So, coming back to the question, what can we do to make sure that people are able to authentically be themselves? I think that this is an ongoing process, that needs to be tackled and worked on throughout. Firstly, at the interview stage, the employer needs to have a clear set of values as well as skillsets that are needed for the role. The employer needs to clearly convey their values and promote inclusivity and authenticity. Being able to see a variety of employees during the interview process enables the prospective employee to be more at ease with themselves. This shouldn’t stop at onboarding, it should be a moving, breathing, process so that authenticity is prioritised. For example, In my interview process, I was faced with an impressive panel of working parents, like me, as well as the talented and impressive staff who weren’t parents. This has meant that whenever I have needed support as a working mum, I’ve had no hesitation to ask for it. When looking at online specifically, this is much harder, but I think it comes from promoting a culture of authentic online posting so that external views of an organisation do align with reality, rather than presenting an overly marketed clipped version of reality. I think that there is also a responsibility of employers to be aware of any “pile on” that employees may come up against and ensure that they are feeling “safe” and ensuring that their values are in alignment with the organisation. An interesting and important theme for Dive In this year and I'm looking forward to seeing the continued impact and insights that Dive In Festival has on the insurance industry.
Dive In 2022: How do you think organisations can build braver, psychologically safe work cultures – both on and offline – that allow people to feel safe, valued, respected, and free to express themselves?
This year's annual #DiveIn theme is #bravercultures. Focusing on both online and offline culture – Dive In is opening up the conversation on how to build a workplace that truly allows people to feel psychologically safe, valued, respected and free to express themselves authentically. If you can create an environment where people are free to speak and express themselves, naturally they'll consider that a 'safe' place to do so. Initially, I think you have to assess where you're at, where you want to be and crucially, why you want to be there. This should, in my opinion, be replicated in the work produced, we're not creating drones, we are creating the leaders of tomorrow so ensuring that these people are safe to express themselves in their work as well as socially, is crucial. An expression I use is 'we create the framework, the designs and materials to create a house but how you build it and what it looks like, is up to you'. A couple of things you can do: Set the tone, what you do as a leader people naturally think is ok to do. Set a tone and environment where people see you asking, listening and taking care to pay attention. In team-based or individual one-on-ones, it's so much more powerful to go around and ask everyone their opinion rather than just telling them what to do. Listen before speaking. Actually taking time out of your schedule as a leader to ask how someone is, and get to know your team. Each one-on-one meeting you have should be considered a free space to speak, again this will encourage not only a freer environment but crucially, it'll help you get to issues before they become issues. 360 appraisals. Your team should be comfortable holding you accountable too and you should be mature enough to take that without getting defensive! All of this should create a culture and environment to encourage growth and speak freely.
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IWD: #EmbraceEquity with Chu Mansfield, Compliance Manager at Ingenia Consultants
This International Women's Day, I interviewed Chu Mansfield, Compliance Manager at Ingenia Consultants, and she shared her thoughts on how we can #EmbraceEquity.Equity can be defined as giving everyone what they need to be successful. The IWD 2023 campaign theme seeks to forge worldwide understanding about why equal opportunities aren’t enough, and a focus on gender equity needs to be part of every society’s DNA.International Women’s Day belongs to everyone, everywhere. Collectively, we can all help create a diverse, equitable and inclusive world.1. How can companies strive for more equitable talent attraction?In order to attract talent, companies should be more flexible, such as flexible work arrangements, hybrid working environments, or even working sharing arrangements. Companies should explore the working from anywhere concept as well. This will greatly assist in equitable hiring, as it will provide greater opportunities for equity in home life, such as sharing childcare responsibilities, and will allow for greater work-life balance.2. Within your market/industry sector, what progress have you seen businesses take to progress gender equity? A lot of progress has been made in recent years in terms of hiring in the areas of compliance. However, there is still a lot of work to be done in the hiring space in terms of global markets compliance or product specialist compliance, such as commodities, breaking through the male-dominated arena. 3. What is one action companies can take to further balance their talent attraction strategies?Companies should embrace cultural change and be more inclusive and flexible in their approach and throw away the one-size fits all attitude. 4. What is your top advice for making job descriptions more inclusive?Companies should walk the talk. HR should ensure that the job description is drafted thoughtfully and inclusive in nature. 5. Do you think that more companies adopting a hybrid working pattern has helped to shift pre-conceived conceptions about flexible working for women, and why? There is still a long way to go in terms of flexible working hours for women. Companies should adopt a flexible working day for women, without set hours but centred on getting the job done. 6. What does being an effective ally for women look like to you?Be courageous. Speak up when companies undertake discriminatory policies or actions, even if minor. Minor actions allow for the snowballing of major developments, which can affect change. 7. What advice would you give aspiring women in the industry you work in?Do not be afraid. Push yourself and get outside your comfort zone. Champion yourself, and do not sell yourself short. 8. International Women’s Day is also about celebrating women and their achievements. What woman/women inspire you?I am lucky to have a few good friends and even in the face of adversity, they have risen to the challenge. They inspire me as a woman to act with bravery in both my career and as a mother.9. What do you think is the most significant barrier to female leadership?There is always a perceived glass ceiling for women.
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IWD: #EmbraceEquity with Polina Konstantinova, Underwriting Operations Manager at Newline Group
This International Women's Day, I interviewed Polina Konstantinova, Underwriting Operations Manager at Newline Group, and she shared her thoughts on how we can #EmbraceEquity.Equity can be defined as giving everyone what they need to be successful. The IWD 2023 campaign theme seeks to forge worldwide understanding about why equal opportunities aren’t enough, and a focus on gender equity needs to be part of every society’s DNA.International Women’s Day belongs to everyone, everywhere. Collectively, we can all help create a diverse, equitable and inclusive world.1. What is your top advice for making job descriptions more inclusive? As women will typically only go for an opportunity when they feel they can tick off every requirement on the list, it’s important to think about how requirements are structured in a job description compared to skills and experience, which would be a bonus. In my experience, it’s also a good idea to stay away from stereotypically “macho” language, as that is off-putting to women. This is even more dispiriting to a female candidate if the language on a job description is mirrored from corporate value statements and other brand visuals that feel overly aggressive. Words are not universally neutral and it’s fairly easy to convey the same message around an exciting employment opportunity without deterring half of the potential workforce. Transparency around reward and benefits are also key. If the benefits are really comprehensive, why not show them off? 2. What does being an effective ally for women look like to you?In my opinion, there is a simple message that can cover a range of scenarios: consider whether you rise to the occasion and call out misogyny when you witness it. Regardless of whether women are present or not, if you don’t say something, you are not an ally. 3. What advice would you give aspiring women in the industry you work in?Insurance is still the unseen sector in many economies, yet in the UK, our industry is just as big as banking and provides opportunities across all types of roles and specialisms from front line roles such as broking, underwriting and claims to cross-sector roles around marketing, technology and people. I’ve also found that a lot of people I’ve met in the market who work in broking, underwriting and claims have learned their specialism on the job rather than coming from a particular trade or profession beforehand. For example, it’s quite uncommon that underwriters and brokers who work on aviation business in London were pilots or aircraft engineers in a past life and just fell into that sector. I’d use the same analogy for people I’ve met across medical malpractice, financial institutions, cyber, and plenty of other classes of insurance. So my advice is: insurance is a huge industry and there are plenty of opportunities for people who have no direct insurance experience and for those who come from other sectors and want to get into the market. Further, the industry is hungrier than ever for diverse talent, and that is not because of the pressing skill shortage following the pandemic. 4. International Women’s Day is also about celebrating women and their achievements. What woman/women inspire you? I am delighted that International Women’s Day is now on the radar in the UK as it wasn’t widely celebrated when I first moved here nearly 15 years ago, whereas in other parts of Europe, it is a far bigger deal and is celebrated with gusto every year. I am surrounded by so many talented women in our industry – from senior leaders who are driving change to my own peer group who are accelerating their careers. I am also thrilled to meet young women who really think differently about their place in the world and what they want from a career. I am a huge advocate of female professional networks and have benefited tremendously from my involvement in ISC. I’m keen to remain involved as I always meet someone who makes my day, whether it’s the joy of bumping into a friendly face I haven’t seen in a while or an interesting new connection.
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IWD: #EmbraceEquity with Caroline Wayman, partner at PA Consulting
This International Women's Day, I interviewed Caroline Wayman, partner at PA Consulting, and she shared her thoughts on how we can #EmbraceEquity.Equity can be defined as giving everyone what they need to be successful. The IWD 2023 campaign theme seeks to forge worldwide understanding about why equal opportunities aren’t enough, and a focus on gender equity needs to be part of every society’s DNA.International Women’s Day belongs to everyone, everywhere. Collectively, we can all help create a diverse, equitable and inclusive world.1. How can companies strive for more equitable talent attraction? I think that flexibility is the key here, and post-pandemic, we have a real opportunity to take the best parts of hybrid working to support an inclusive and equitable strategy. We can and need to be less focused on presenteeism and should be more focused on contribution and outcomes. 2. Within your market/industry sector, what progress have you seen businesses take to progress gender equity? There has been progress, but there is still a long way to go. I still attend events where men significantly outnumber the women in the room and we still need to see more progress in some firms at executive level, as well as amongst the non-executive board members.3. What is one action companies can take to further balance their talent attraction strategies? There are many, but if I pick one, I would say it’s around challenging the status quo and avoiding groupthink. Many companies end up with ‘go-to’ people that are chosen for key projects. Are you being brave enough in challenging how you do that? Could you take a risk to give different people opportunities? 4. What is your top advice for making job descriptions more inclusive? Look at the language and think about who you are appealing to and, conversely, who you may be discouraging from applying. In the end, all we have are words when we are trying to find the best people in the market – make sure every word counts and reflects who you are as well as what you want to achieve. 5. Do you think that more companies adopting a hybrid working pattern has helped to shift pre-conceived conceptions about flexible working for women, and why?It has helped bust some myths for everyone, but there are still some deeply held views amongst some. The pandemic showed us what was possible, but we also developed some unhealthy habits – such as back-to-back Teams meetings for hours at a time. We need to take the best of what we have learned, and design something for the future. 6. What does being an effective ally for women look like to you?Having a voice and using it. I also think it’s important to try to be a role model to help people to see that there are different ways to lead and to succeed. 7. What advice would you give women in the industry you work in?It’s the advice I would give anyone, but it's that you should be prepared to take a risk from time to time - whether that is in moving roles or volunteering for a new initiative or project. And don’t think you have to have mastered everything before you give something a go! 8. International Women’s Day is also about celebrating women and their achievements. What woman/women inspire you?Like many people, I have really admired Jacinda Ardern over the last few years for her calm, measured and competent leadership. The other person I have admired is Julia Gillard – only this week, someone pointed me towards her famous ‘misogyny speech’, and I agree that it’s definitely worth a watch. 9. What do you think is the most significant barrier to female leadership? I am afraid I have to say that it is bias – both conscious and unconscious. There are still not enough role models at the top of organisations, and still too many examples of outright bias. We have to keep working at this and we need everyone to play their part to really move the dial.
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Career advice for the next generation of actuaries
In the third episode of a 3-part podcast special, we discuss career advice for the next generation of actuaries. We talk about everything from areas of specialisation and being open-minded in developing new skills to the actuarial qualification and technical capabilities. Our panel of analytics experts, sharing their insights on this episode, consists of:Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
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The impact of insurtechs and process automation on the general insurance market
In the second episode of a 3-part podcast special, we will be discussing the impact that insurtechs have had on the general insurance market and explore the importance of actuarial judgement in a market which is becoming ever more focused on process automation. Our panel of analytics experts, sharing their insights on this episode consists of:Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
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The impact of data science on the actuarial profession
How has data science impacted the actuarial profession, and what steps need to be taken for actuaries to fully embrace and utilise data science skills? This is a question we posed to our panel.On The Actuary of the Future Podcast, we bring together actuarial professionals from across the insurance market who share their insights on the future of the actuarial profession and what makes the actuary of the future. In episode one of a 3-part podcast special, we will be discussing data science with a panel of analytics experts consisting of: Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
Behind the desk with... Kim Gray, NED and DE&I champion
In the seventh episode of Behind the Desk, I am joined by Kim Gray, who has recently left her role at NTT data as Head of Insurance and Head of Diversity & Inclusion to build her own company called Inclusive City, with a focus on insurance and diversity, equality and inclusion (DE&I) advisory consulting. Kim has a 20-year plus career history in insurance banking management consulting and has seen a lot over the years in the financial services sector. I was absolutely engrossed in this chat from start to finish. She provides some brilliant insight and advice for people at all levels in their careers. She talks about her early life, how she climbed the ladder as a ‘dubious hire’, her advice for changing the narrative for women in leadership and her golden rule for success, with some interesting stories thrown in between.Kim might be my favourite guest so far... let's get behind the desk with Kim Gray. Listen on Apple and Spotify.Note: In February 2023, Kim Gray was invited to join the Board at Eames Group. Read more about Kim's appointment here.
Behind the Desk... with Joanne Safo, former CIO at Digital Partners
In my second episode of Behind the Desk with Mark Thomas, I'm joined by former Digital Partners (Munich Re Group) Chief Information Officer, Joanne Safo.Joanne left her role (in July 2021) at Digital Partners, part of the MunichRe Group, where she spent the last two and a half years as their CIO. In this episode, we talk about the early years of her career in banking, the transition to insurance and being one of the first people in the startup, which was Digital Partners.It's clear from this interview that Joanne is undoubtedly an inspiring young tech leader and a true example of how you can progress in this sector given the opportunity!Let's get behind the desk with Joanne Safo.
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Behind the Desk... with Rebecca Bunyan, CIO at Lloyd's of London
In the first episode of Behind the Desk with Mark Thomas, I'm joined by Lloyd's of London Chief Information and Change Officer Rebecca Bunyan.Rebecca has been at Lloyd's for just over a year and has a 20-year career history that started in telecoms and has evolved into leading tech and change at one of the most iconic and rapidly evolving organisations in the UK insurance sector.In this episode, we talk about Rebecca's journey in project and change management, and getting into the insurance sector, onboarding at Lloyd's completely remotely, working in the US, her views on female diversity in insurance and much much more.Let's get behind the desk with Rebecca Bunyan.
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Jasper Ang promoted to principal consultant
We are delighted to announce the promotion of Jasper Ang to principal consultant on the technology team in Singapore.
Eames Consulting acquires Hong Kong based recruitment firm Mainstay Asia
We are pleased to announce that Eames Consulting has acquired Hong Kong based recruitment firm, Mainstay Asia. The strategic acquisition allows us to enhance our talent solutions to better support our clients in Asia. We create opportunities that allow our clients, our candidates and our people to achieve their ambitions. The natural synergies between our brands are clear, from our customer-centric approach to how we operate, and our guiding values and purpose. “Mainstay offer unrivalled contract and SOW solutions in Asia. When meeting with Ross Carter, Mainstay founder, we shared a common vision for how we aim to serve the market, add value to our customers and develop our people. I am committed to enhancing our service offering and creating opportunities for our customers. This acquisition will enable Eames Consulting to continue to deliver for the Asian financial services and technology sectors.”, shared Eames Consulting founder and CEO, Matthew Eames. That was echoed by Mainstay Asia founder Ross Carter, who shared: “Peter and I are delighted to move Mainstay Asia onto a platform and into an organisation with aligned values and the same customer-centric focus. We are entering into a hugely exciting chapter as we focus on scaling our Statement of Work business for our customers.” To succeed in a constantly evolving and competitive landscape, businesses need capable and efficient partners who can help them be more strategic in how they hire and transform their business. By joining forces, we're now able to offer our clients a wider range of talent solutions, including both permanent and contract recruitment solutions, as well as Statement of Work (SOW). The acquisition will provide Mainstay Asia employees with the benefits of being part of a larger organisation, including access to a wider infrastructure, resources and support. We are excited about the opportunity to further enhance our service offering in Asia and look forward to welcoming our new colleagues to the Eames Consulting team. --- About Eames Consulting Eames Consulting is a contingent recruitment business with international reach, founded in 2002, specialising at the mid-to-senior level of the insurance, financial services, and technology markets. We are driven by a common purpose: to make opportunity happen. With over 150 specialist consultants across the UK, Europe, USA and Asia, we are expertly placed to partner with our clients to provide effective recruitment and advisory services tailored to their specific business needs. www.eamesconsulting.com About Mainstay - Asia Mainstay Asia is a specialist recruitment consultancy, focused on delivering top talent within the financial services, technology, and commerce sectors across the Asia-Pacific region. With offices in Hong Kong and the Philippines, we offer a personalized service and pride ourselves on developing strong relationships with our clients and candidates. www.mainstayasia.com Contact:Sarah RoebuckMarketing Directorsarah.roebuck@eames-group.com
The MND Association is our 2023 UK charity partner
We’re delighted to share that the Eames Group charity partner in the UK this year is the MND Association. The entire UK team is given the opportunity to nominate and then vote on a corporate charity partner, and an overwhelming majority of #TeamEames backed the charity. The MND Association focuses on improving access to care, research and campaigning for those people living with or affected by motor neurone disease (MND). MND affects up to 5,000 adults in the UK at any one time. It is life-shortening, and there is no cure. In recent years, sports stars like Doddie Weir, Rob Burrow and Stephen Darby bravely shared their MND diagnosis, which has helped raise public awareness of a disease that many knew not much about. MND has also impacted a member of our team who recently lost her father to this cruel disease. We’re delighted as a business to be able to support another charity this year that has a personal connection to a very valued member of #TeamEames. Driving the fundraising support is a volunteer group of employees who have pulled together a series of events to raise money and awareness throughout the year. We are looking forward to contributing to the efforts for greater awareness, access to care and research for the MND community in the UK. For more information on the MND Associate and the work they do, or for ways to support, please visit their website: mndassociation.org
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Secrets of Success: Vincent Yao [Episode 28]
We welcome Vincent Yao back to the Secrets of Success podcast, to share some insight into his incredibly successful year. In 2022, Vince will have spent most months at the top of the leaderboard at Eames Consulting, supporting a record number of clients and candidates in the Singapore compliance, risk and governance space. In this episode, Chanel Wee digs into how Vince has developed such a successful recruitment career. Vince is reflective on what he calls a “very rewarding year”, and what still keeps him motivated to grow and develop.There is absolutely something for everyone in this episode - for insight into how he’s developed his career to this level, and his secrets to success are, take a listen. Listen on Apple, or Spotify or watch the full episode below.
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Secrets of Success: Heather Yardley [Episode 27]
In this episode of Secrets of Success, we're joined by Heather Yardley, a principal consultant, specialising in commercial and personal lines at Eames Consulting.Listen on Apple, or Spotify or watch the full episode below.
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Secrets of Success: Jared Cave [Episode 26]
In this Secrets of Success podcast episode, we meet Jared Cave, a specialist technology recruitment consultant in London.Listen on Apple, or Spotify or watch the full episode below.
Abigail Moss as a guest on Women's Security Society
I am proud to have been featured on Webinar Wednesdays for the Women's Security Society, which is an organisation that aims to support women from all backgrounds and experiences in different areas of security.Webinar Wednesdays offer the opportunity for guest speakers to share their knowledge around one topic. This webinar was about professional progression, and I was thrilled to share my take on progressing within security and my experiences and knowledge around gender equality in the workplace.I have been working in recruitment for over 15 years, and for the past two years, I have grown and developed the Eames Consulting cyber practice, personally leading all senior cyber security hiring. I am a passionate advocate for ED&I and I sit on the internal ED+I committee.Key takeaways from the webinar:Be your own champion: as women are naturally more reticent to celebrate their wins and achievements, they need to be coached to celebrate these. Similarly, if you have achieved something make sure that you log the data and net impact results of your actions so that at appraisals can quantify your successes.Organisations need to showcase success of all participants in the win; not just a team leader, or the loudest voice.There is a tangible impact on progressing female talent.We need to re-educate on what security is as a sector: there are many clear transferable skills for individuals of all gender identities to move into our space; as security is chronically understaffed it is essential to look at the quickest wins.Most recently I have published a report on the importance of understanding the changing attitudes in the cyber, infosec, and digital trust marketplace. Download the report here.
Eames Insights: Workforce transformation and building digital capabilities
Flexible working is here to stay, and with massive workforce transformation happening across the globe, we need to evolve how we manage teams and adopt the relevant technology and tools to be effective without being in the office. I have gathered insights from senior HR and Change Management professionals in Singapore on how to create an engaged workforce and some top recommendations on the attributes, skills, and tools that can help organisations remain successful. Given the world's recent move to hybrid working, how do you foresee the future? I think moving forward we will see more and more people wanting to continue with this style of working, as it seems to be showing positive impacts on mental health as well as work output. HR and People Specialist, Tech VendorMy current organization would like to keep the hybrid approach because it promotes a healthy work life balance, which benefits both the company and the employees. Many people who work in Bangkok live far away from City Centre, and hybrid means they do not have to leave their homes when traffic is at its worst in the morning, sit in traffic for a couple of hours and get stressed about making it to work on time. However, there are clock-in and clock-out standards for teams like customer service, reception, and cleaning. Change and Strategy Manager, Global InsurerThere is a move towards flexibility to work from home or come to the office. However, even though the relationship between workers and the office is changing, career growth, collaboration, and connectedness cannot be done remotely. The preference at my current organisation is still to have employees, who not just come to the office but want to come to the office. Transformation and Change Lead, Global InsurerIn my opinion, my organisation is progressive on this front. We have been piloting a 4-day week since last year and started offering employees alternative workplaces through the Switch app. Strategic Change Manager, Global InsurerWhat are the most pressing challenges organizations must address to build an engaged workforce? Engaging employees is my toughest challenge at the moment. Everyone is settled with working from home since it’s been proven effective and a less distractive way to work. However, that also leads to them being slightly, and a lot in some cases, disconnected from the workspace. With that said, ensuring employee engagement is tough. I believe it is time to change how we define “engaged” employees. It is no longer about how often they are participating in work activities or socials, but about how responsive they are on Slack. HR and People Specialist, Tech VendorOne of my challenges is employee disparities between hybrid and non-hybrid, as working remotely is not a possibility for everyone. Frontline employees can feel like they are working harder while their desk-based co-workers relax at home. Employees who spend most or all their time working remotely may feel deprived of conversations and decisions because they are not in the same room as others. Another challenge is inefficient communication which slows down processes, and work gets done at a slower pace, and sometimes employees may feel confused or miss important information. We need to be focused on creating the right hybrid work environment, as hybrid means that fewer employees will be in the office every day. This can also cause a dedicated workspace to be seen as a waste of resources. Change and Strategy Manager, Global InsurerOrganisations need authentic leadership; I have seen many leaders who promote a company culture because they feel they need to, but don’t believe in it or practice it. Employees are savvy, and they catch on quickly. Another one is servant leadership, we need to develop a culture where we do not ask what the people can do for the company but what leaders can do to make their work easier to bring growth to the organisation. Strategic Change Manager, Global InsurerConsidering workplace transformation and digitisation, what people or technology capabilities do you find most important moving forward? Collaboration tools, time and task management tools. Working remotely will need better methods to collaborate. Another important one would be employee engagement tools. HR and People Specialist, Tech VendorFrom a people perspective, an IT network engineer, a data scientist, and a mobile developer are key. From a technology perspective, cloud base services, VOIP call and chat tools, big data, machine learning, mobile technology and AI and Robotics. Change and Strategy Manager, Global InsurerEmployees need to be provided with the right tools to support their work in a digital environment, cyber security and remote access tools are the most important. When thinking about people, achievers and thinkers are the most important to build the future of the organisation. Transformation and Change Lead, Global InsurerIT savviness and the ability to easily and quickly pick up the applications that your organisation is using enterprise-wide. Soft skills are also important, such as the ability to articulate your thoughts and messages succinctly especially with virtual meetings when you may not have the attention of your audience as compared to face to face. With most organisations moving to Cloud, it will allow the flexibility of ramping up services, storage etc. quickly. Unfortunately, it is surprising some organisations are not prioritising budget upgrading legacy systems which gives them technical debt. Data governance is also a huge consideration, many organisations while trying to get onto the bandwagon of data science, AI, machine learning does not have the fundamentals of data governance structure which provides the foundation that will provide good data to these applications. In this case there will be a big set of the work cleaning up bad data and data governance structure will reduce the data clean up time. Strategic Change Manager, Global InsurerIf you are interested in talking about market trends, or help with your career planning, please drop me an email at: amelia.chan@eamesconsulting.com
Eames Insights: A lens over the Singapore technology market
ChatGPT, blockchain, and cryptocurrency, these all have implications for professionals both working and leading in the technology sector. But what are the opinions about the impacts they may have. I have gathered insights from three leaders in the sector to probe into each topic and how it relates to scenarios in business. With the emergence of AI and ChatGPT, what impact do you feel this will have on the market regarding software development and candidates using it to complete technical tests during the interview process? This is an amazing tool for engineers and data scientists, as it saves a whole lot of time. I believe in the long term it will have a positive impact. It might affect the engineers with lower skill sets, as they may not be good enough to use as a tool to help them. We also need to recognise that it will be used to cheat on tests, and this will ultimately change the way people are tested. Senior Engineering Leader at Financial InstitutionCandidates cheating on technical tests have always been a challenge for hiring. The emergence of ChatGPT further worsens this problem. Thankfully, solutions are being built to identify if ChatGPT was used for generating code or content. Companies should do away with offline technical tests and wherever possible, get candidates for in-house interviews and have them whiteboard the solutions to minimize the risk. Hari Thiruppathi, Engineering Leader Like many things with AI, the real power of this is in a human - AI collaboration more than anything. So, if anyone can use ChatGPT or Code Pilot to complete their technical tests, I think it's okay - they are being smart about it. It is similar to using Google to find the right syntax or StackOverflow to find the right design to solve the coding problem. When I hire someone into my team, I'd be interested in talking to them about their technical test, to understand why they chose a design or implementation. If they can defend their solution, ChatGPT or not, they are a good hire. Archanaa Ravikumar, Head of Engineering at AutumnWhat impact do you think the current state of the cryptocurrency market will have on the financial market, and vice versa? I don’t see any big flow-on effects. But traditional finance might have an impact on crypto, if the recession hits harder it will hit the cryptocurrency as well. This might be a good investment opportunity. Senior Engineering Leader at Financial InstitutionThe sell offs happening in traditional assets due to the plunge of cryptocurrencies have an impact on businesses as their capital shrinks and they find it hard to innovate, grow or even sustain. This leads to things such as budget replanning and headcount reductions. Hari Thiruppathi, Engineering LeaderHow do you feel blockchain can be adopted into traditional banking and payment systems? Yes and no, it has got technological limitations. It is a more generic tool and will struggle to match traditional banking tools that are built specifically, for example, trading. Sustainability wise isn’t too bad. Senior Engineering Leader at Financial InstitutionBanks can issue new blockchain based digital assets that are less risky than the decentralized currencies, by pegging them to assets that have an intrinsic value. Hari Thiruppathi, Engineering LeaderIf you are interested in talking about market trends, or help with your career planning, please drop me an email at: nigel.ma@eamesconsulting.com
Attraction and retention of mid-senior women in financial services
On the 19th of January, we welcomed over 60 talent acquisition and HR professionals from across the financial services space to discuss strategies to improve the attraction and retention of mid-senior female talent within the market. We heard from Laura Blaxland, Talent Acquisition Senior Manager at Fidelity Investments and Elizabeth Willetts, Founder of Investing in Women, and it was a fantastic and informative session. The rationale behind this event is that we, as talent professionals, are acutely aware of both the internal demand for greater diversity at senior level and the practical reality and challenges of a lack of candidate depth to be recruited. Using the gender pay gap as a metric, it is clear and obvious that women are not reaching the same career potential as their male counterparts, and there is a clear window where women fall behind, and some very common causes as to why.This creates a knock-on effect that, when hiring at mid-senior level (£90,000-150,000+), the talent pool of female candidates who have the skills and experience to compete with their male counterparts is very shallow and the ability to deliver diverse slates of candidates, and ultimately hire female talent is diminished. The current landscape:The gender pay gap is a well publicised metric, currently standing at 26.6% within financial services, well above the 12.1% for the wider UK marketThe top five sectors with the largest gender pay gap are within financial services The pay gap is low from graduate level to people in their 30s, then widens rapidly between ages 30-45The female employment rate is 72.2%, whilst the male employment rate is 79% The female economically inactive rate is 25.1% and the male economically inactive rate is 17.9%The primary reason for being economically inactive is caring responsibilities, with a significant difference in people impacted when comparing gender (Women – 1.3M, Men – 300k)Parents of dependent children are the highest employment rate group. with fathers 94%, and mothers 78%Lone parents with dependant children have the lowest employment rate at 65%What are the solutions? Mid-senior female talent, especially those with children, need and demand flexibility from an employer to balance work and parenting. This traditionally was challenging or sometimes impossible to achieve with a five day in-office culture. The shift post-COVID to hybrid working and the increase in men taking on more childcare responsibilities has allowed for greater potential to achieve a balance. The principle options that fall within the “flexible working” umbrella are: Hybrid 3/2 Fully remote Part-time Job share Term time 5 Days in 4The primary reasons for flexible working to be desired are: Child care – school runs/holidays/after-school needs Physical health and mental health– some health challenges can impact the ability to commute and/or affect the ability to work in an office environmentPreferred working patterns – larks vs night owls Increase in pet owners during and post lockdown Neurodiverse candidates that work better in quiet environments/homes. One strategy that has allowed those with career breaks to return to the workforce is a Returner Scheme. What is a Returner Scheme, and how can you ensure its success? “Female talent not necessarily hard to find, but can be hard to move” – Laura BlaxlandThe primary role of a Returner Scheme is to facilitate and support those who have had a career break (typically 2yr+) re-join the workforce, often on a 6-month fixed term contract initially, with 95% of those being offered and taking permanent positions. The biggest barrier is the attraction phase. It takes a lot for a woman to apply for a job, and typically women will seek to tick 80%+ of the “desired skillset” before applying, so if they do apply, there is a lot of thought that has gone into it. Ensuring the right language is used in a role profile, the advert is not laden with too much technical language and the requirements are clear and limited to a small number of points will increase attraction.During the interview process, it is essential to ensure there is a diverse panel of interviewers and that feedback is given quickly, clearly and in detail. Additionally, focusing on transferable skills and what can be trained in a 6-12 month window allows for candidates to be seen as a whole, and training requirements can be identified and built into the onboarding and development of that role.The biggest upside of embracing flexible hiring models is increased loyalty and retention. This is primarily because it provides balance that is the key priority. The lack of alternative options in the current market leads to employees staying with firms longer and therefore gaining more promotion opportunities - and driving gender balance at a senior level.Barriers to increasing opportunities that would benefit mid-senior women “A primary objection to flexible working requests is that it will open the flood gates and everyone will want it” – Elizabeth Willets It is prudent to highlight that not all roles and industries lend themselves to flexibility, such as fully remote. Financial services is one of those, as the culture is built around collaboration, quick decision making to respond to market changes and learning by osmosis from senior leaders. Traditional views from hiring managers are a significant barrier. However, these can be overcome by highlighting the benefits of a diverse hire. Examples to overcome objections can be:Returners are immediately available It is easier to find two people with complementary skills in a job share capacity than one that has all the skills but cannot be found Skills needed now that are going to be obsolete in 5-10 years’ time. Focus on future proofing skills and transferable ability Summary The overwhelming theme that came out of the event is to improve the attraction and retention of mid-senior women in financial services, the key is to embrace the opportunities it offers.This starts at the top of the firm, with visible senior stakeholders taking ownership of delivering diverse hiring and empowering hiring managers to lean into the process. Tailored support is needed from the beginning of the process, this needs to be consistent and continue throughout the attraction, onboarding and initial period of employment to allow people to fulfil their potential.What can be done to improve mid-senior female attraction?Improve the hiring process to be more open to flexible working Ensure advertising and engagement is done in a sympathetic way, and time is given to allow women to consider and make an application which may take longer than men to do Ringfenced headcount for diverse hiring and ensuring diverse hiring for roles are allocated within the budget and protected External search conducted on a retained or exclusive basis with longer timescales to allow recruiters to engage broader talent Visibility of senior female role models and active engagement of future talent from Day 1. You cannot be what you cannot see. What can be done to improve mid-senior female retention?Employee benefits are key. Family-friendly policies such as enhanced paternity leave, designated family days in addition to traditional leave for unseen issues that arise, open to all that also allows annual leave to be protected to ensure proper breaks and the ability to recharge C-Suite buy-in is essential. Having diverse hiring as a key performance metric for senior management and tracking performance against targets on a regular basis Hiring for future needs, looking past specific technical requirements and viewing the person as a whole Targeted support for those returning from a break. Regular review meetings with managers and HR, “buddy” systems of others on the cohort, or previous scheme members, clear communication in expectations in the role and respecting the requirements of the individual and not applying pressure to flex to “traditional” hours or needs during busy periods.Should you wish to speak further on any of these topics or how a recruitment partner can improve outcomes in mid-senior hiring, do reach out to speak further by contacting me at andrew.mackay@eamesconsulting.com.
Dive In 2022: How do you think organisations can build braver, psychologically safe work cultures – both on and offline – that allow people to feel safe, valued, respected, and free to express themselves authentically?
This year's annual #DiveIn theme is #bravercultures. Focusing on both online and offline culture – Dive In is opening up the conversation on how to build a workplace that truly allows people to feel psychologically safe, valued, respected and free to express themselves authentically. This is a massive topic and we as leaders, managers and recruiters know that people behave and deliver in the best way possible, when they feel authentically themselves, and more in alignment with the values of an organisation. So, coming back to the question, what can we do to make sure that people are able to authentically be themselves? I think that this is an ongoing process, that needs to be tackled and worked on throughout. Firstly, at the interview stage, the employer needs to have a clear set of values as well as skillsets that are needed for the role. The employer needs to clearly convey their values and promote inclusivity and authenticity. Being able to see a variety of employees during the interview process enables the prospective employee to be more at ease with themselves. This shouldn’t stop at onboarding, it should be a moving, breathing, process so that authenticity is prioritised. For example, In my interview process, I was faced with an impressive panel of working parents, like me, as well as the talented and impressive staff who weren’t parents. This has meant that whenever I have needed support as a working mum, I’ve had no hesitation to ask for it. When looking at online specifically, this is much harder, but I think it comes from promoting a culture of authentic online posting so that external views of an organisation do align with reality, rather than presenting an overly marketed clipped version of reality. I think that there is also a responsibility of employers to be aware of any “pile on” that employees may come up against and ensure that they are feeling “safe” and ensuring that their values are in alignment with the organisation. An interesting and important theme for Dive In this year and I'm looking forward to seeing the continued impact and insights that Dive In Festival has on the insurance industry.
Dive In 2022: How do you think organisations can build braver, psychologically safe work cultures – both on and offline – that allow people to feel safe, valued, respected, and free to express themselves?
This year's annual #DiveIn theme is #bravercultures. Focusing on both online and offline culture – Dive In is opening up the conversation on how to build a workplace that truly allows people to feel psychologically safe, valued, respected and free to express themselves authentically. If you can create an environment where people are free to speak and express themselves, naturally they'll consider that a 'safe' place to do so. Initially, I think you have to assess where you're at, where you want to be and crucially, why you want to be there. This should, in my opinion, be replicated in the work produced, we're not creating drones, we are creating the leaders of tomorrow so ensuring that these people are safe to express themselves in their work as well as socially, is crucial. An expression I use is 'we create the framework, the designs and materials to create a house but how you build it and what it looks like, is up to you'. A couple of things you can do: Set the tone, what you do as a leader people naturally think is ok to do. Set a tone and environment where people see you asking, listening and taking care to pay attention. In team-based or individual one-on-ones, it's so much more powerful to go around and ask everyone their opinion rather than just telling them what to do. Listen before speaking. Actually taking time out of your schedule as a leader to ask how someone is, and get to know your team. Each one-on-one meeting you have should be considered a free space to speak, again this will encourage not only a freer environment but crucially, it'll help you get to issues before they become issues. 360 appraisals. Your team should be comfortable holding you accountable too and you should be mature enough to take that without getting defensive! All of this should create a culture and environment to encourage growth and speak freely.
Career advice for the next generation of actuaries
In the third episode of a 3-part podcast special, we discuss career advice for the next generation of actuaries. We talk about everything from areas of specialisation and being open-minded in developing new skills to the actuarial qualification and technical capabilities. Our panel of analytics experts, sharing their insights on this episode, consists of:Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
The impact of insurtechs and process automation on the general insurance market
In the second episode of a 3-part podcast special, we will be discussing the impact that insurtechs have had on the general insurance market and explore the importance of actuarial judgement in a market which is becoming ever more focused on process automation. Our panel of analytics experts, sharing their insights on this episode consists of:Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
The impact of data science on the actuarial profession
How has data science impacted the actuarial profession, and what steps need to be taken for actuaries to fully embrace and utilise data science skills? This is a question we posed to our panel.On The Actuary of the Future Podcast, we bring together actuarial professionals from across the insurance market who share their insights on the future of the actuarial profession and what makes the actuary of the future. In episode one of a 3-part podcast special, we will be discussing data science with a panel of analytics experts consisting of: Ajay Shah, Head of Predictive Analytics at Lloyd’s of LondonAnnarita Roscino, Group Claims Data & Insights Leader at Zurich InsuranceAkash Mapara, Former Pricing & Underwriting Director and Actuary at ZegoChristine Minetou, Chief Pricing Officer at Policy ExpertNirav Shah, Chief Analytics Officer at Tokio Marine Highlight and Head of Pricing and Analytics at Tokio Marine KilnYou can listen to the full episode on Apple, Spotify and other podcast platforms.The Actuary of the Future Podcast is hosted by Rafaela Fakhre, and powered by Eames Consulting.
Jasper Ang promoted to principal consultant
We are delighted to announce the promotion of Jasper Ang to principal consultant on the technology team in Singapore.
Eames Consulting acquires Hong Kong based recruitment firm Mainstay Asia
We are pleased to announce that Eames Consulting has acquired Hong Kong based recruitment firm, Mainstay Asia. The strategic acquisition allows us to enhance our talent solutions to better support our clients in Asia. We create opportunities that allow our clients, our candidates and our people to achieve their ambitions. The natural synergies between our brands are clear, from our customer-centric approach to how we operate, and our guiding values and purpose. “Mainstay offer unrivalled contract and SOW solutions in Asia. When meeting with Ross Carter, Mainstay founder, we shared a common vision for how we aim to serve the market, add value to our customers and develop our people. I am committed to enhancing our service offering and creating opportunities for our customers. This acquisition will enable Eames Consulting to continue to deliver for the Asian financial services and technology sectors.”, shared Eames Consulting founder and CEO, Matthew Eames. That was echoed by Mainstay Asia founder Ross Carter, who shared: “Peter and I are delighted to move Mainstay Asia onto a platform and into an organisation with aligned values and the same customer-centric focus. We are entering into a hugely exciting chapter as we focus on scaling our Statement of Work business for our customers.” To succeed in a constantly evolving and competitive landscape, businesses need capable and efficient partners who can help them be more strategic in how they hire and transform their business. By joining forces, we're now able to offer our clients a wider range of talent solutions, including both permanent and contract recruitment solutions, as well as Statement of Work (SOW). The acquisition will provide Mainstay Asia employees with the benefits of being part of a larger organisation, including access to a wider infrastructure, resources and support. We are excited about the opportunity to further enhance our service offering in Asia and look forward to welcoming our new colleagues to the Eames Consulting team. --- About Eames Consulting Eames Consulting is a contingent recruitment business with international reach, founded in 2002, specialising at the mid-to-senior level of the insurance, financial services, and technology markets. We are driven by a common purpose: to make opportunity happen. With over 150 specialist consultants across the UK, Europe, USA and Asia, we are expertly placed to partner with our clients to provide effective recruitment and advisory services tailored to their specific business needs. www.eamesconsulting.com About Mainstay - Asia Mainstay Asia is a specialist recruitment consultancy, focused on delivering top talent within the financial services, technology, and commerce sectors across the Asia-Pacific region. With offices in Hong Kong and the Philippines, we offer a personalized service and pride ourselves on developing strong relationships with our clients and candidates. www.mainstayasia.com Contact:Sarah RoebuckMarketing Directorsarah.roebuck@eames-group.com
The MND Association is our 2023 UK charity partner
We’re delighted to share that the Eames Group charity partner in the UK this year is the MND Association. The entire UK team is given the opportunity to nominate and then vote on a corporate charity partner, and an overwhelming majority of #TeamEames backed the charity. The MND Association focuses on improving access to care, research and campaigning for those people living with or affected by motor neurone disease (MND). MND affects up to 5,000 adults in the UK at any one time. It is life-shortening, and there is no cure. In recent years, sports stars like Doddie Weir, Rob Burrow and Stephen Darby bravely shared their MND diagnosis, which has helped raise public awareness of a disease that many knew not much about. MND has also impacted a member of our team who recently lost her father to this cruel disease. We’re delighted as a business to be able to support another charity this year that has a personal connection to a very valued member of #TeamEames. Driving the fundraising support is a volunteer group of employees who have pulled together a series of events to raise money and awareness throughout the year. We are looking forward to contributing to the efforts for greater awareness, access to care and research for the MND community in the UK. For more information on the MND Associate and the work they do, or for ways to support, please visit their website: mndassociation.org
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Secrets of Success
A series for recruiters, by recruiters.
In each episode, we have candid conversations about careers in recruitment with some of the best talent Team Eames has to offer. They'll be giving you a glimpse into the highs and lows of their recruitment careers, their motivations, their drivers, and their secret to success in this industry.
