Image 2024 04 21 T11 24 36

Financial Services

With experience across more than twelve financial service sectors and an established network of over 70,000 professionals we can connect specialist talent to the right business. Looking for a new financial services job or for exceptional talent? Take a look at out offering below.

Image 2024 05 22 T15 50 30
  • Image 2024 04 21 T11 24 36
  • ​“Rehana was both friendly and professional the whole way through the process. She put me at ease and ensured I was well prepared for the interview. Rehana took into consideration all my requirements and matched me to a role that was exactly right for me and my circumstances. I would definitely recommend her to others.”

    Rehana Sadiq, Senior Consulting, Financial Services
    Rehana Sadiq, Senior Consulting, Financial Services
  • ​“Rehana was one of 5 recruiters to try and offer me a job, but was the only one to actually ask me about where I’d like to work and genuinely listened. She used her contacts and experience within the industry to land me the exact job I wanted, with the company I’ve wanted to work for, for a long time - so her results speak for themself. Rehana was a dream to work with from start to finish and if I ever decide to move jobs in the future I will look no further than her.”

    Rehana Sadiq, Senior Consultant Financial Services
    Rehana Sadiq, Senior Consultant Financial Services
  • ​“Thank you for all your help, Louise! Must say I’m very impressed with you and the way you have been so on the ball and efficient. I have registered with a few recruitment services and not one of them got back to me after my initial contact, but you have been amazing!”

    Louise Bibb, Regional Manager Financial Services
    Louise Bibb, Regional Manager Financial Services
  • ​“Lynn was amazing and had me set up with interviews within a day or two. I wouldn’t have managed this myself and I am so very grateful for all of her help and support during this process.”

    Lynn Wilson, Senior Consultant Financial Services
    Lynn Wilson, Senior Consultant Financial Services
  • "​Ashlea spent three years trying to contact me - that is tenacity!! It paid off because when I was ready to leave my job her name was very familiar to me, so I was happy to have a chat. She does her homework and does not try to fit a round circle into a square hole. She actually takes time and care in selecting the right candidates for the roles she has and therefore both parties are happy with the outcome. She was incredibly professional and responsive making sure that the interview and enrolment process was moving forwards quickly. She builds rapport easily and consequently, I find her very easy to talk to. Would highly recommend. Thank you Ashlea - I am happy to be working again!"

    Ashlea Walton, Client Director Financial Services
    Ashlea Walton, Client Director Financial Services
  • ​"I can't thank Alison MacMillan enough for her dedication and professionalism in helping me to secure a fantastic new role with one of the top companies in the UK. Friendly and approachable, she has been extremely supportive throughout the whole journey.She is extremely proactive, knowledgeable, polite, and supportive. She has a genuinely positive, can-do attitude and worked with me to better understand the roles that I was genuinely interested in - rather than blindly sending lists of unsuitable vacancies. Highly recommend."

    Alison MacMillan, Executive Director Financial Services
    Alison MacMillan, Executive Director Financial Services
Risk & Compliance

Risk & Compliance

Our Risk & Compliance consultants know how difficult it is to attract highly skilled professionals who understand the complexities of the risk, compliance and regulatory market. They have ove...

Image 2024 05 20 T13 02 15

LATEST JOBS Financial Services

T&C Manager

West Midlands
£60000 - £65000 per annum

IDEX Consulting are working with a business currently experiencing an exciting period of growth, demonstrated by this newly created Training and Competence Manager vacancy. Currently outsourced, the business is bringing their T&C process in-house, giving the successful candidate a fantastic opportunity to be a decision maker, have autonomy and a genuine opportunity to be hands-on and lead the development and growth of the division. Based remotely, you will be part of a business that has acquired across the UK, so travel will be expected to ensure you are observing, assessing and supporting Financial Planners, whilst offering mentoring where appropriate. The successful candidate will have recent and relevant experience within an outright T&C role and enjoy all aspects of hands-on duties whilst also being part of the decision-making, strategic level processes. As the business continues to grow, so too will the team. This offers a relatively unique opportunity to progress your career further, taking on leadership and management responsibilities moving forwards. A further overview of responsibility includes; Induction - Managing and conducting the induction programme for new advisors, including the sign off process. Training - Manage the training and development requirements and consult with technical services manager to arrange relevant training/CPD sessions, delivering them where appropriate. Ideal experience required and qualifications; Coaching and engagement experience. Level 4 diploma qualified. CEMAP qualified or relevant mortgage qualification. Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Desk-Based Advisor

London
£50000 - £60000 per annum + Bonus

If you are an Adviser who writes your own suitability reports and looking for a new challenge, IDEX are working with a national Advisory firm to join a team of Desk Based Advisors in London. The company offer a very attractive salary between £50k and £60k and a market leading benefits package that includes 40 days holiday (Inc stats), 9% Pension + 2/2 matched, 8 x life and much more. Key Outputs: Manage a very large portfolio of clients (upwards of 140) typically with AUA below £500k, maintain recurring income stream, delivering high quality financial planning remotely and achieving quality standards on a consistent basis Identify additional opportunities from clients while deepening our understanding of their needs to ensure we exceed expectations and build lasting relationships Maintain up-to-date technical knowledge of investment markets, products and services, financial planning methodologies, tax, key processes, advice guidelines and compliance procedures Build and maintain personal relationships to help identify new opportunities as well as raise our profile within the client bank Undertake paraplanning for own clients, research, analyse and prepare technical reports for clients relevant to their specific goals, seeking support when needed Build links with the clients' other professional advisers to help the client meet their needs Follow processes and suggest areas for improvement in process, advice guidelines and compliance procedures. Appropriately support or manage improvement implementation Secure client commitment to initial and on-going financial planning services, hence securing and growing assets under advice plus initial and on-going revenues Skills/Experience/Qualifications: Report writing experience is essential. Required to hold Diploma in Regulated Financial Planning. Chartered status is advantageous. Exposure to a broad range of financial products with an authority to undertake broad financial planning, ensuring each client's goals are fully understood and the most appropriate solution offered with experience across Pension Accumulation and Decumulation, Savings and Investment advice and Protection Can act as a secondary point of contact for clients managed by other financial consultants and shares learning with others Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Paraplanner

Horsham
£40000 - £55000 per annum

An opportunity has become available for a Paraplanner in the Horsham area to join a growing financial planning firm that offer hybrid working and a superb working environment with fantastic career opportunities. They are looking for an individual that ideally holds their level 4 diploma and has strong experience as a Paraplanner as you will be supporting experienced financial planners and assisting them with a range of cases. Your role will include but will not be limited to: To assist the Financial Planners in formulating the advice to the client, providing technical support and guidance where appropriate Review client objectives ensuring they are clear, concise and achievable when compared against the client's financial circumstance Provide research and analysis of investment funds and financial products, whilst considering the client objectives Conduct fund research Prepare Financial Plans, clearly outlining the client's current position, where they need to be and how they will get there Preparation of fund switch and encashment letters according to advice provided Obtain applications, key features documents, factsheets, illustrations and product comparison quotes through appropriate source Liaise with Product Providers / Third Parties regarding any technical queries The ideal candidate will: Level 4 diploma qualified Good understanding of the Financial Planning process Strong interpersonal skills, both written and verbal communication Customer service skills - providing an excellent service to the adviser and client Excellent planning and organisational skills Ability to work effectively to deadlines Accuracy and attention to detail to balance demands of role This is a unique opportunity for a paraplanner in the Horsham area to join a firm where they offer hybrid working and a genuinely supportive environment. Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Financial Planning Administrator

West Sussex
Negotiable

An opportunity has become available for a Financial Planning Administrator in West Sussex to join a growing financial planning firm. Your role will include but will not be limited to: Handle all incoming calls/emails in a professional and efficient manner. Manage all customer queries efficiently with only those requiring advice being passed to the Financial Planner. Record annual review dates on the back office system and monitor regularly. Plan, book and prepare for all annual review meetings ensuring none are missed. Work with the Financial Planner to ensure that all customers are receiving the service they are paying for and expect. Help clients to register for, navigate and update their account Keep the Financial Planner & Client regularly updated on the progress of outstanding cases and dealing with any technical queries. Collate and pre-populate New Business / Servicing forms and application packs. Process all new business ensuring all transactions are tracked through to accurate and timely completion. Create and update client platform account records. The ideal candidate will: Previous experience of working within a similar role Strong interpersonal, communication and customer service skills Excellent diary management, planning and organisational skills Excellent accuracy and attention to detail Proven ability to work on own initiative Excellent telephone manner Proven high level of customer service This is a unique opportunity for a Financial Planning Administration role in West Sussex to join a growing financial planning firm. Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Team Leader Pensions DB

Glasgow
£35000 - £40000 per annum

As a Team Leader in Pensions you will assist in running the team whilst leading on quality service control, ensuring standards are maintained and best practices are implemented. You will support client relationships, manage client budgets, and support with the peer review of complex tasks as required. Coaching junior colleagues on challenging situations and driving process improvements will also be key aspects of your role. Additionally, you will oversee non-member related activity for allocated clients and conduct quality control reviews as needed. You will report directly to the Operations Manager. This role is a hybrid position with flexibility. Responsibilities: Oversee work allocation, process adherence, and operational improvements to enhance team efficiency and client profitability. Manage and escalate issues, errors, and complaints, ensuring timely resolution and continuous service enhancement in coordination with the Operations Manager. Stay informed on technical, procedural, and legislative updates, ensuring service delivery aligns with scheme rules and client-specific changes. Monitor project income, ensure projects are delivered on budget, and manage monthly/quarterly billing for your client portfolio. Identify and capitalise on revenue opportunities, ensuring additional work is billed according to contractual obligations. Coach team members on client budget work and contribute to contract and fee reviews to enhance profitability and recovery. Coach and guide junior colleagues to take ownership of service delivery and develop into a high-performing team. Participate in solution creation, project implementation, and provide direction on complex cases. Monitor and address training needs, conduct performance reviews, and adapt to work demands as needed. Produce client Stewardship Reports, manage scheme event processing, and present periodic reports at Trustee and Administration meetings. Communicate changes to work schedules due to client demands and support compliance with internal and external audit requirements. Develop client relationships, lead operational aspects of client projects, and potentially participate in new business pitches. Desirable: Strong client and trustee liaison skills, with the ability to develop relationships with smaller clients. Expertise in pensions calculations with a high standard of accuracy, and a deep understanding of member calculation processes. Advanced technical knowledge of UK pensions legislation, scheme types, and operational processes, with the ability to communicate effectively with clients, Trustees, and members. Experience in supporting change implementation, process analysis and improvement, and managing budgets Experience of coaching and supporting in a high performing team. Relevant Professional Qualification or working towards (Desirable) Strong communication, analytical problem-solving, and team collaboration skills, with the ability to work effectively across teams and motivate others. Proven ability to coach and support team members Please apply if interested or contact rehana.sadiq@idexconsulting.com Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Team Manager DB Pensions

Glasgow
£45000 - £50000 per annum

IDEX Consulting are working with a successful client who are expanding due to growth and looking for a Team Manager. You must have experience in leading, coaching a team and a good background in DB Pensions. Responsibilities: Lead, coach, and motivate team members to meet event delivery targets using effective practices and adherence to policies. Ensure processes are followed and improved to maintain best practices, enhance efficiency, and boost client profitability. Continuously improve service quality through controlled process enhancements and effective SLA management. Set and achieve client performance targets by creating and implementing team plans. Maintain a forward planning schedule to balance resources with demands and manage daily workloads to meet national targets. Monitor project income, manage resources, and align headcount with client needs to optimise profitability. Handle monthly/quarterly billing and ensure additional work is billed according to contracts. Manage the team's expense budget. Plan and manage resource capacity to ensure smooth service delivery and adjust for workload fluctuations. Desirable: Strong operations management background within a Pensions Administration environment. Experience with client-facing service delivery. Budget and client profitability management experience. Experience with client revenue generation and fee negotiation. A strong people manager with a track record of developing high performing teams. Experience managing and implementing change. Pensions knowledge is desirable. Please apply or needing more information then get in touch with rehana.sadiq@idexconsulting.com Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Pensions Insurance Technical Lead

London
£70000 - £80000 per annum

IDEX Consulting are looking for a technical expert with a strong grasp of Defined Benefits Pensions and Buy-ins/Buy-outs? We are looking for a Pensions Insurance Technical Lead who comes from a DB background or Insurance Administration. This is a versatile role collaborating with the managing partner and travelling to different sites across the UK. If you have experience in an Insured Administration or TPA environment, then please get in touch for more information. Role Responsibilities: Act as a referral point for more complex technical matters. Provide advice, support, and solve problems. Support Edinburgh, Belfast, and other locations on insured administration implementation and ongoing administration. Develop innovative solutions. Able to demonstrate an expert knowledge of pensions administration activities and apply this knowledge to any scheme. Have excellent interpersonal abilities, able to forge strong working relationships with colleagues and clients. Assist with system configuration and automated calculation updates. Assist with training in insured technical matters Assist with reviewing the documentation and processes for insured administtration Meet regularly with Administration Managers and team members to establish areas of concern e.g. levels of complaints/errors, efficiencies already identified but not actioned, teams with loss of scheme knowledge, scheme changes, ad hoc projects, new clients etc. Plan resolution of any issues and assist with implementation. Your Profile Essential Criteria Experience of schemes transitioning through buy-in, buy-out and through to day-to-day bulk annuity administration Be able to demonstrate an expert knowledge of pensions administration activities and apply this knowledge to any scheme Have previous pensions administration experience of Defined Benefit schemes including leavers, retirements, deaths, transfers, monthly processing and investment, benefit statements, renewals, scheme returns, and pension increases. Have thorough knowledge and experience of pensions legislation framework and demonstrable ability to remain informed of changes to the framework and implement change. Previous supervisory, leadership and management experience. Desirable Criteria Ideally have experience of bulk annuity administration in a TPA environment and the associated FCA compliance and reporting requirements. Please apply if interested or get in touch for more information contact rehana.sadiq@idexconsulting.com Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

Financial Planner

Oldham
£65000 - £75000 per annum

My client is based in Nr Oldham and they are currently looking for an experienced IFA to join their team. Due to an upcoming retirement of a long-serving Advisor, the business is now looking for a Financial Advisor to join their team and inherit a large book of clients. The wider group, largely through acquisition, has and advisory presence across the UK and is on course to continue expansion through 2024 and beyond. With a strong paraplanning and support team, you will benefit from a local and experienced support to focus on building relationships and providing advice to your clients. What's in it for you? 28 days holiday, plus bank holidays plus birthday Flexible hybrid working Income protection for up to 5 years Pirkx online discounts and cashback plus 24-hour access to a GP 4x salary death in service 5% matched pension contributions Access to the internal Academy (to support future career aspirations). Competitive bonus scheme For more information please contact Graeme Hyland on 07896 933622 or email graeme.hyland@idexconsulting.com Visit the IDEX Consulting Ltd website for further opportunities. Please note that the information supplied may be retained for up to 10 years for use in connection with future vacancies. For full information on how we use your data, please visit the IDEX Consulting website and view our Privacy Policy. Our Diversity, Equity and Inclusion Mission At IDEX, we strive for an inclusion-first company culture where everyone is treated fairly and can bring their authentic selves to work. We recognise and acknowledge that diverse representation at every level of our business requires continuous and measurable effort. We are committed to driving conscious inclusion across our business and creating equitable pathways.

Apply now

LATEST CONTENT

Blog Thumbnails   New Size (19)
Blog Thumbnails   New Size (19) financial services blogs
The changing market: why Employee Benefits Consultants are more important than ever

​How can you keep employees engaged and fulfilled? Enter the Employee Benefits Consultant...Whether you work in Financial Services or General Insurance, the need for Employee Benefits Consultants in recent years has soared, as companies across the world begin to recognise the importance of comprehensive employee benefits strategies in the workplace. In today’s competitive market; attracting and retaining competent, skilled employees has become fundamental to organisational success, and a large part of that is down to a company’s culture. In an ever-evolving world where streamlining and digitisation have led to many company’s merging, undergoing rapid growth and changing direction; there is a certain degree of uncertainty leading to high staff turnover and a ping-pong effect on a company’s cultural DNA. The previous method of combating such effects with implementing Employee Benefit schemes, simply doesn’t fit the bill anymore.The marketplace is changing, and so is the way in which employees are working, and living. As a result, many businesses are seeing sweeping changes in the way their employee benefit plans are structured and executed, as well as what the right benefits are - based on their organisation’s demographics.  Aimed at improving the mental and physical wellbeing of employees in order to drive employee engagement and staff retention, employee benefits strategies encompass everything from healthcare to flexible working as part of an increasingly sophisticated package of options that workers can tailor to their own needs.Hiring the services of an Employee Benefits Consultant is vital if businesses want to maintain a passionate workforce and develop a strong company culture. Consultants in this arena take the pain away from navigating the minefield that is Employee Benefits packages. Broking insurance contracts is relatively straightforward, however a good Employee Benefits Consultant gets to know your business inside and out, understands where you are now and where you want to be, and importantly - knows which products and services to recommend, and which ones would be redundant. Employee Benefits have changed massively over the past few decades. For example, pension plans used to be seen as a bonus in the workplace, but today it’s taken as standard with the implementation of Auto Enrolment, and staff expect much more from their employers. Employee Benefits Consultants play a vital role in helping companies to better understand their workforce and develop options that ultimately offer them more job satisfaction by catering to them and their lives, rather than a blanket ‘one-size-fits-all’ approach. By introducing schemes like flexible benefits, people can pick and choose the benefits they want to suit them, whilst employers can implement strategies that reduce the risk of employee sickness or dissatisfaction. It’s a win-win for employers - ensuring their employees are satisfied, protected and cherished, whilst de-risking their business.Many strategies are now shaped around a three-point scheme. This includes protection, which offers employees insurance schemes should they want it; intervention, which offers them workplace support; and prevention, which aims to prevent workplace sickness, for instance through free dental care, private medical insurance or cost-effective cash-plans with holistic therapies included. In a changing workplace, many companies are turning to Consultants to motivate and retain their workforce: the buzzword in employee benefits today is engagement, and there’s been a corresponding rise in the number of corporate Consultants, specialising in this new style of benefits, coming onto the market as a result. These consultants have one purpose - to tackle poor employer-employee engagement head on, by thinking outside the box and very often with highly skilled teams behind them, ensure the place we spend most of our time, at work, is a place we’re happy to be. The changing capabilities of technology have also made it much easier for Consultants to offer clients a high-quality employee benefits strategy that takes into account everything from increasing the value for money spent on benefits to ensuring that those benefits are competitively financed, to confirming they’re the right benefits in the first place! Today, companies can leverage new technologies to create in-house platforms that make it even easier for employees to access their benefits and stay informed; indeed, several employee benefits consultancies are starting to specialise in developing this technology, which can then be rolled out across the company by members of HR. Ultimately, a higher take up of benefits generally purports to a more protected, nurturing workforce.Other factors are driving the sudden rise in employee benefits interest, too. Thanks to an ageing working population- by 2040, nearly one in seven Britons will be over 75companies are attempting to improve their longer-term cost curve and increase their efficiency by addressing employee health, lifestyle choices and productivity. Combined with the pressure many companies are feeling to improve their profits and stay competitive in an unstable economy, employers need to boost their bottom line, which requires a consolidated employee benefits strategy to ensure maximum productivity whilst preserving employee satisfaction.In summary, employers everywhere are waking up and embracing the potential benefits that Employee Benefits Consultants can provide. With the market constantly evolving, and companies fighting to attract and engage talented staff, many are turning to Consultants for ways to engage and retain their ageing workforce, whilst also ensuring productivity is at near maximum capacity. As a result, demand is increasing, fuelled by continuous improvements generated by new technology: now, a more holistic approach to engagement is becoming the norm - and it’s increasingly cost-effective to implement.One thing’s for sure: for people thinking about pursuing a career in Employee Benefits, there’s never been a better time to get involved.Take advantage of the market.At IDEX, we’re proud to connect the freshest talent from around the country to the best jobs in Financial Services. Find out what we do here, or why not browse our selection of jobsfrom around the country?

Blog Thumbnails   New Size (18)
Blog Thumbnails   New Size (18) blogs
The gender pay gap in Financial Services

​Equality may be a word commonly used in the workplace today, but discourse doesn’t guarantee progress – and the stats are worrying. Analysis of the latest gender pay disclosures shows that men continue to be paid more than women across most UK organisations, “the difference in pay was found to be 9.4%, the same level as when figures were first public… in 2017/18” (BBC: 2023 8 out of 10 firms pay men more than women). At best, UK companies seem to be stagnating.Research shows 79.5% of employers had a gender pay gap that favoured men in 2022-23. While this has fallen in some sectors, Financial Services had an average gap of 22.7% - the highest after educational employers (UK Finance: 2023 News in brief). Further research by PwC shows the median average pay gap sat at 12.1% across all UK sectors – but it was a whopping 26.6% for Financial Services (PwC: Gender pay gap and diversity in financial services).Perhaps even more worryingly, HSBC, Goldman Sachs, Morgan Stanley and Standard Chartered all reported a widening gap between what they paid women and men in 2022, according to data reviewed by Reuters. “All four banks said in their gender pay gap reports that the figures reflected the under-representation of women in senior roles and that they were taking steps to address this” (Reuters: 2023 HSBC, Goldman gender pay gaps widen in UK as finance makes slow progress). So how does the pay gap actually work?The 1975 equal pay act means employers are required by law to pay professionals in the same role the same salary; it isn’t employers simply deciding to pay women less because they’re women. The situation is covert, multifaceted and often unconscious; but in its essence (and as admitted to above) the gap exists because men across the board can often occupy better paying professions, as well as positions of seniority in those professions.But why?Horizontal and vertical biasHorizontal gender bias is the distribution of men and women across industries and sectors. What roles do the words ‘women’s jobs’ conjure? Is it care work like nursing or teaching? Likewise, does ‘men’s work’ conjure images of engineers, STEM professionals or brokers? Vertical gender bias works similarly – it’s the distribution of men and women across the hierarchy of a specific profession, workplace or industry. In the past, women in boardrooms may have famously shared the awkward experience of being asked to get drinks or take notes. Why? Is it because a leader or c-suite professional looks like an older man in our collective conscious?It’s easy to justify these biases with numbers. After all, stereotypes often exist because of the numbers. If women want to be seen as leaders or occupy roles not socially assigned to them, why don’t they? The danger lies in the confirmation bias that follows the above. When the group that is the subject of the social bias/stereotype internalise it, they can end up trapped by it. As young professionals prepare to enter the market, they envision a career trajectory. But if you can’t see yourself ever getting to a certain place, you simply won’t work towards making it a reality. This manifests in people only pursuing careers they believe are open to them in the first place. Social bias leads to confirmation bias, which in turn leads to a self-perpetuating, restrictive cycle of keeping certain people in specific places.The motherhood and partner penaltyTo add to the above, things get more complicated when looking at motherhood and cohabitation. The New York Times put it well, “The big reason that having children, and even marrying in the first place, hurts women’s pay relative to men’s is that the division of labour at home is still unequal, even when both spouses work full time” (New York Times: The gender pay gap is largely because of motherhood).When looking at an uneven division of labour, raising children can be a factor. But according to research even those who choose not to have children often earn less, because women are more likely to pass up job opportunities in order to move or stay put for their husband’s job. Then when children are introduced, not only have some women missed job opportunities but they often take fewer intensive jobs in preparation for children – knowing that the bulk of the (unpaid) responsibility will fall to them.“One person focuses on career, and the other one does the lion’s share of the work at home,” said Sari Kerr, an economist at Wellesley College, Massachusetts. Statistically women spend on average one hour more a day on unpaid work than men do, with that jumping to as much as three hours in some European countries (Eurostat: How do women and men use their time – statistics). This unequal division of unpaid labour takes its toll on the professional lives of women – sapping energy, stifling potential and fuelling the pay gap.Those who decide not to have children may also experience bias, whereby they’re overlooked for promotion on the basis that they may one day change their mind and deprioritise work as a result (Justifying gender discrimination in the workplace: The mediating role of motherhood myths). “Cognitive bias may occur when an employer disadvantages women by assuming that they will conform to a stereotype. An employer assuming that mothers will work fewer hours after they have children is an example of how stereotyping is dangerous” notes one research piece (University of Rhode Island: The motherhood penalty).So, what can employers do to address the gender pay gap and support women? Support professional women The complexity of the pay gap stems from the multiple factors causing it, some of which are social issues beyond the scope of businesses. However, there are some powerful ways organisations can tackle the problem - introducing and promoting paternity leave is the biggest. For the institutions without a paternity policy, the first step is clear. For those with paternity leave already in place, the World Economic Forum advises employers to actively encourage new fathers to take it. “Men cite fears of being discriminated against professionally, missing out on pay rises and promotions, being marginalised or even mocked as reasons [for not taking paternity leave]” says one report (Family Tree: Paternity leave – why aren’t more men taking it?) and yet when surveyed, 80% of dads said they’d want much more time with their children (World economic forum: 2022 The motherhood penalty: How childcare and paternity leave can reduce the gender pay gap). It’s clear, businesses need to actively promote paternity leave as a viable option for their male employees.Similarly, childcare and flexibility are paramount. Retailer Patagonia created on-site childcare facilities for employees and saw retention rates skyrocket. In a post Covid climate flexibility is a non-negotiable, particularly for financial businesses promising to bridge the gap.Perhaps most importantly, employers need to understand the challenges women may be facing, listen to any concerns and work on ways to drive equity. The World Economic Forum urges employers to “allow women within your organisation to discuss what's working and what's not – give them a direct line of communication to the top as well as the resources they need” (World economic forum: 2022 The motherhood penalty: How childcare and paternity leave can reduce the gender pay gap). Creating safe open spaces to discuss personal situations case by case is a direct way to combat the biases and challenges driving the gender pay gap. Open the door and show that it’s openFrom as early as school, a lack of representation and the horizontal biases that plague gender, ethnicity and certain socioeconomic backgrounds directly influence career trajectories. It’s easy to tell girls they can be c-suite finance professionals if they want to be, but unless girls can see that it’s a viable career pathway, doubts will linger. Remedying this isn’t a complicated process. Working in partnership with schools and colleges to organise open days and workshops for the talent of the future is a powerful way for businesses to address the widening pay gap. Further down the line, internships and development programmes aimed specifically at women is another effective way to encourage open and honest conversations and provide support. Ultimately, the numbers are clear; there are still challenges with the gender pay gap across the Financial Services profession and time alone isn’t fixing the issue. Companies across Financial Services need compliant policies, support mechanisms and cultures which encourage open conversations and empower employees to challenge the status quo.For advice and support with your hiring strategy or if you’re looking for a new opportunity, speak to an IDEX Financial Services specialist today.​Sources:BBC: Paternity leave, which comes with multiple benefits, is more widely offered than ever before. So, why aren't more men taking it?BBC: 2023 8 out of 10 firms pay men more than womenEurostat: How do women and men use their time – statisticsFamily Tree: Paternity leave – why aren’t more men taking it?Justifying gender discrimination in the workplace: The mediating role of motherhood mythsNew York Times: The gender pay gap is largely because of motherhoodPwC: Gender pay gap and diversity in financial servicesReuters: 2023 HSBC, Goldman gender pay gaps widen in UK as finance makes slow progressUK Finance: 2023 News in briefUniversity of Rhode Island: The motherhood penaltyWorld economic forum: 2022 The motherhood penalty: How childcare and paternity leave can reduce the gender pay gap

Blog Thumbnails   New Size (22)
Blog Thumbnails   New Size (22) blogs
Will AI change the role of a Paraplanner?

​Paraplanners are a sought after role and a critical aspect of Financial Services. The practical nature of the role sees paraplanners aiding financial planners in research, administration and report writing. Their role is essential when it comes to gathering new information or projections based on a change in a client’s financial situation. But, with the developments of technology and automation, what does this mean for paraplanners and how are professionals reacting to the change?While paraplanners are invaluable to a business thanks to their knowledge and expertise in financial and business management, several areas of the role involve repetitive, time-consuming tasks. This is where automation thrives. An example of this can be found in compliance and regulatory support. Automation has streamlined compliance processes by optimising regulatory checks, highlighting potential violations and guaranteeing adherence to complex regulations. AI-powered tools can monitor changes in regulatory frameworks, ensuring paraplanners are kept up-to-date with frequently evolving compliance requirements, thereby drastically reducing the risk of compliance breaches.What do the stats say?Overall, paraplanners view AI and automation favourably, research by Research in Finance, a market research and data consultancy, state that 77% of paraplanners surveyed across the UK are already using a cashflow tool within their research and to inform clients (Research in Finance: Paraplanning in a pandemic report) and 75% of 312 paraplanners surveyed in a report by Embark Group, WealthTech company, believe technology helps deliver better advice to clients (Embark Group: 2022 Paraplanner survey report).According to another report by Scottish Widows, “when paraplanners get their hands on AI tools they become significantly more positive on their value. An overwhelming 92% of paraplanners who have used AI tools believe they will be useful in the paraplanner role” (Scottish Widows: The technology-enabled paraplanner).Our own research agrees. From a wider employability perspective, our 2023 Artificial Intelligence workplace trends report found that 70% of Financial Services employers believe the use of AI is beneficial and will lead to new employment opportunities.Moreover, a staggering 99% of employees across professional services, surveyed in our AI report said the introduction of Artificial Intelligence has improved their job satisfaction.Evidently, the threatening rhetoric so often regurgitated in sensationalist media, of AI decimating occupations is just that - rhetoric. So far, the research points in the opposite direction.For paraplanners, automation has streamlined much of their role, but has yet to tread anywhere near the grounds of taking it over. Skilled paraplanners are essential to undertaking analysis and, as with all things, advancements in technology have allowed for better accuracy and improved efficiency. Alongside this, AI automates other aspects of a paraplanner’s role such as data gathering and report generation, freeing up precious time allowing paraplanners to focus on the more complex and strategic aspects of their role. How will AI influence the skills involved in paraplanning?A paraplanners role has traditionally been spent preparing and compiling documents such as Statements of Advice (SoAs) and Records of Advice (RoAs). The turnaround of this work, while absolutely essential, has historically taken weeks. Now, with automation embedded into the role, that same work can be completed in a much shorter timeframe. So what does this extra time mean for paraplanners?There is more time to focus on training and skill development. We’re seeing professionals becoming ‘product specialists’ -concentrating on specific technical expertise, such as Venture Capital Trusts (VCTs) and Estate Planning. With such specialisms comes a rise in salary and an increase in confidence. According to research from Embark and Research in Finance, 35% of the 332 paraplanners surveyed, identified technology expertise as an area where they could add more value, and “only 15% fear the negative impact of tech threats like robo-advice and report automation” (Embark Group: 2022 Paraplanner survey report).Technical analyst at First Wealth, Fazer Cronin notes: “[automation] will take a lot of the arduous jobs - say suitability writing - away from the paraplanner. The ability to really dive into a topic and understand client needs and objectives will become the key point of the role, and paraplanners will have to become a hybrid between the technology and the adviser.” This hybridisation will supercharge the role, driving the paraplanner profession into the market spotlight; ultimately ensuring it isn’t overlooked or treated as merely a stepping stone to becoming a Financial Advisor, but a fulfilling, evolving career path in itself.As professionals are freed from the monotonous tasks of their preceding job descriptions, many will embrace the growth opportunities that are born from developing new skills and pathways. As a result, advancing technology and AI serve to improve employee retention, not endanger it; but as with any change, mindset must evolve to meet this new technological frontier.Access our 2023 Workplace Trends report for free, to understand what benefits working with AI can create for your business and teams. Looking for support with finding a new role or need help with your talent strategy? Get in touch and a specialist consultant will be happy to help.Sources:Embark Group: 2022 Paraplanner survey reportResearch in Finance: Paraplanning in a pandemic reportScottish Widows: The technology-enabled paraplanner

Blog Thumbnails   New Size (21)
Blog Thumbnails   New Size (21) financial services blogs
The impact of robo-advisers on the Financial Services market

​Ease of use, accessibility, instant access: Robo-Advice is taking off within the Financial Services market...The rise of Robo-Advisers within the Financial Services sector is opening up the market to more clients than ever before. With advances in technology giving rise to an inflation of new apps, portals and software platforms designed to provide a more affordable way of looking after your money, Robo-Advisers have been emerging onto the scene for some time now as a way for everybody to gain access to services that were previously reserved for the wealthiest customers in the market. Though it’s currently a smaller sector of the Financial Services industry, it’s also growing rapidly: estimates predict that between $2.2- $3.7tn in assets will be managed with the support of robo-advisory services by 2020, rising to $16tn by 2025. Public appetite for robo-advice is huge, and it’s only just started to change the Financial Services sector.Robo-Advice is a cheaper alternative to more traditional financial advice, using automation and AI to build and manage portfolios of funds for their customers. Accessed using an online portal, these services grant people access a similar service to a traditional Financial Advisory firm without the need to consult with a Wealth Manager or Financial Adviser directly. It’s also diverse: this service will also let you manage your pensions, file your taxes and track your expenses, all from the comfort of your home.The rise of Robo-Advice has the potential to cause huge disruption in a market that has already seen FinTech start-ups encroach on the business of many traditional advisory firms. Robo-Advice, though, falls into a very specific niche, targeting customers who often can’t meet the traditional minimum amount needed to set up an account, or those who want more control over their portfolios, and thereby opening up the market to a whole new customer base which has often been underserved in the past. Traditional Wealth Managers charge 1-3% of their client portfolios to maintain their services every year, which can prove expensive for people with less to invest: now, people with between £10,000- £100,000 can invest via a similar service for only 0.25% or so a year. With 61% of adults banking online, making the switch to a Robo-adviser is not a large leap to make. Indeed, the entry-level market, especially millennials, have embraced the opportunities that Robo-Advisers offer with open arms, as these new services allow them to start managing their income and plan for the future at the touch of a button; however, these services have also proved popular with older customers, as people take control of their financial planning and use smart technology to start preparing for retirement. And it’s proving popular: in the UK, Robo-adviser Wealthify has become so widely-used that insurance giant Aviva bought a majority stake in it last year.Though investors with larger portfolios, and with more to invest, are more likely to stay with wealth managers when it comes to managing their assets- indeed, 77% of wealth management clients trust their Financial advisers, and want to continue working with them to grow and manage their wealth- it cannot be denied that Robo-Advice is also transforming the market at a higher level. In addition to serving as an incentive to lower fees, the rise of AI also gives Financial Services companies a chance to streamline their market offering by incorporating the use of Robo-Advisers into their mainstream customer offering, allowing low-level wealth managers to oversee multiple lower-revenue accounts with less effort.Indeed, many of these companies are investing money into creating their own Robo-Advisory services, with firms like Wells Fargo, Morgan Stanley and JP Morgan Chase having launched their own digital investment services over the past year or so. Big market players like Goldman Sachs and ICBC are also in the process of developing their own. In the competitive Financial Services market, these services offer established firms the chance to reach a whole new client market.What’s on the horizon for robo-advice? Financial Advisers will always be in demand, but the industry is changing. Technology is bringing investors ever-closer to their Advisers, and people want more power when it comes to managing their own finances. Robo-Advice platforms offer this, allowing investors to interact with their Advisers and take a much more active role when it comes to investment. The popularity of Robo-Advice is only going to grow: for Financial Services firms, it’s time to consider how this new way of doing business might impact the market in the future. As a result, I believe Robo-Advice will begin to be incorporated into most Advisory firms in coming years, due to technology’s continual growth, Robo – Advice will take a proportion of the market focusing on younger, digital savvy Investors or those who want more privacy and control on their investments. At IDEX, we’re always innovating. Our expert consultants stay up to date with the changing market, so we can match the best candidates with the best jobs in Financial Services. Find out more about what we do here, or browse our jobs in Financial Services here. 

Blog Thumbnails   New Size (9)
Blog Thumbnails   New Size (9) blogs
2024 Financial Services Mergers and Acquisition outlook

​Over the past 12 months, due to economic instability, geopolitical tensions and rising inflation, some firms have been hesitant with expansion. But should they be? According to the latest EY CEO Outlook Pulse Survey, 98% of CEOs plan to pursue a strategic transaction in the next 12 months [compared to] last January, [where] the number was at 89% - with 58% of them looking to mergers and acquisitions (M&A) (EY: 2023 CEO Outlook Pulse survey). Alongside this, and promisingly, the UK and Ireland are expected to enjoy the highest growth in M&A activity this year according to a separate report by CMS (CMS: European 2024 M&A outlook).  Research shows that 2024 will shift from a buyer’s market to a seller’s market – demand is high, supply is low. While high interest rates, inflation and rising cost of capital has affected appetite, it hasn’t changed the volume of deals; and with fewer publicised deals across the acquisition market it may seem as if the waters are stilling, but a lack of announcements doesn’t mean a lack of activity. So what will the driving factors of M&A within Financial Services be, and what can we expect to see in 2024? Embedded finance and diversificationHistorically, convergence has been a survival strategy in times of uncertainty. But as non-financial platforms and retailers adopt finance elements into their public offerings, cross-industry convergence is quickly becoming an evolution strategy for the specialism. Embedded finance has emerged as a transformative trend across the specialism, with mainstream attention skyrocketing in the last two years. It integrates traditional Financial Services into non-financial platforms, thereby completely redefining how consumers interact with payments, banking and insurance. Examples of this include AI powered payments network Klarna’s expansion into retail giants like ASOS and Pretty Little Thing, where customers are able to sign up to an interest free monthly payment plan.SS&C Intralinks describes this convergence as a “proven strategy that allows major players to maintain a diverse product line, keep pace with digital transformation and, in the current environment, meet the changing needs of a stressed banking system” (SS&C: How financial services M&A is responding to the 2023 bank shock). As a result, the relationship between fintechs, bigtechs and banking institutions has evolved from competitive to collaborative. 2024 promises convergence between agile consumer-facing fintechs and larger incumbents. Furthermore, PwC describe the asset and wealth management (AWM) sector as “solid, with potential profitability quite attractive [to prospective buyers]” (PwC: Next in asset and wealth management 2023). Professional services firms are increasingly diversifying their offering through the acquisition of AWM practices, and this is a trend expected to continue throughout 2024. Interest rates and confidence Interest rates have soared across the UK plateauing at 5.25% as of December 2023. Such high rates have undoubtedly made smaller-sized Independent Financial Advice (IFA) firms question their acquisition strategy, leaving the market wondering if all that remains in the current climate are consolidators and private equity-backed firms who can afford the cost of capital. Whilst 2024 is showing promising signs in the stabilising of interest rates, the overall cost of growing through acquisitions has absolutely increased. The specialism remains attractive thanks to the value financial planning firms offer. Broadening the service offering by selling to the clients of newly acquired businesses paired with a regular income significantly improves profitability and reduces investor risk. 2024 will be particularly exciting for small to medium (SME) IFA businesses. "We saw increased acquisition appetite amongst SME IFA practices last year, perhaps because of the stabilisation of interest rates and the impact this has had on the cost of capital. We expect this trend to continue through 2024, as SME practices are looking to capitalise on the opportunity available through retiring IFA's and the onboarding of spoke acquisitions to compliment and realise synergies within their existing operations” notes James Salmon, M&A Specialist, IDEX Consulting.Consumer Duty Implemented in July 2023, the new Consumer Duty regulatory framework demands that financial advisers prove their services provide fair value. While this may not necessarily cause huge changes in deal volumes, firms are doubtlessly going to be more scrupulous which could prolong the dealmaking process. Following exchange, the average process of embedding new regulation such as Consumer Duty takes around three years. Firms with poorly implemented Consumer Duty run the risk of failing integration, losing value and ultimately seeing deferred payments defaulting. This is why having a well-defined strategy and plan for effectively and reliably embedding Consumer Duty is going to be vital for firms looking to sell. AI and emerging technologies By now it’s evident that artificial intelligence has instigated a paradigm shift across industries, with the pace of generative AI adoption being faster than some startups. ChatGPT, for example, reached 100 million users in just six months (Guide to next: Publicis sapient 2024 outlook). This has inevitably bled into the M&A process, with nearly three quarters (71%) of CEOs surveyed using AI as part of the transaction strategy process, either significantly or through pilot programmes. Only a small group (5%) claim they have no plans to use AI (EY: 2024 CEO outlook pulse survey). Improving technology capabilities and innovation will be a huge driver of M&A in 2024, with 16% of businesses stating that this a primary investment goal(FutureCFO: M&A Trends: Business leaders expect rebound into 2024) and 40% of FS businesses reporting a marked improvement in customer satisfaction thanks to AI, according to the 2023 IDEX AI Report. Helping to mitigate a famously complex process, financial businesses looking for smooth M&A undertakings are increasingly leveraging the power of artificial intelligence to optimise the journey. However, there also comes increased risk with automated business/asset auditing. Deloitte warn: “the technological turbulence [of] generative AI, transition to the cloud, increased fraud and cyber risk, and blurring of industry lines, such as the embedded finance trend—will require financial services leaders to be much more agile than ever” (Deloitte: 2024 financial services industry outlooks). Businesses looking to sell need to use compliant tools to ensure a smooth transition, artificial intelligence will remain a powerful advantage but needs careful leveraging. Furthermore, genAI offers huge opportunities for financial institutions. The only limit of the technology is that it’s only as powerful as the data it has access to. Firms may want to partner with large technology companies to access this infrastructure and M&A will be a fantastic way to feed the machine – adding to and enhancing their existing data. Expect to see data-motivated acquisitions in 2024.Portfolio reviews Mirroring a trend in convergence, and a direct response to rising rates, tougher times call for portfolio reviews from firms as they look to execute a series of smaller transactions in 2024. These smaller deals, while modest in comparison to some of the huge undertakings in years past, offer real advantages in the current financial and regulatory environment. Law firm Foley & Lardner mention, “the prevailing high-interest-rate environment has sparked a distinct trend in M&A for 2024, and that is a heightened importance on smaller-scale deals. Acquirers are opting for more modest transactions, partly due to the interest rate situation. These smaller deals present reduced financial risk and are more in line with a cautious approach to risk management”(Foley: M&A trends to watch in 2024). Alongside being more achievable, a series of well planned, de-risked acquisitions are just as transformative as front page news deals, and are a trend we can expect to see throughout 2024. ESG as a dealbreaker Lastly, environmental, social and governance (ESG) considerations are no longer a pleasant afterthought in financial services M&A and will continue to be a central focus for businesses looking to expand. Sustainability is an essential consideration in a business’ offering. As a result, 2024 will see ESG integration take a pivotal role in successful M&A transactions. This is reflective of a growing demand from both investors and clients for companies that not only perform well financially, but demonstrate continuing commitment to sustainability and ethical practices. Larger financial institutions looking to sell need to be aware that potential buyers will be scrutinising their ESG targets and performance. These environmental and ethical factors will also be integrated into the due diligence process, making them vital to successful M&A deals and therefore non-negotiable for companies looking for M&A appeal. Foley & Lardner aptly mention “as long as ESG factors align with economic performance, expect the political backlash to remain just that” (Foley: M&A trends to watch in 2024). Although the vast majority of respondents (85%) expect M&A activity to come under more scrutiny relating to environmental, social & governance (ESG) regulations over the next three years, almost two-thirds (64%) also believe ESG regulation will ultimately provide a boost to dealmaking in Europe (CMS: Turning the corner? CMS European M&A outlook 2024).From industry convergence, an updated regulatory climate to the emergence of AI and other new technologies, the Financial Services specialism will see further transformation throughout 2024 – and with it comes exciting opportunities for acquisition and diversification.  Looking for advice on the Financial Services M&A landscape or keen to explore a new opportunity? Contact our specialist consultant James Salmon today, on 07947748173 or email james.salmon@idexconsulting.com. Sources: CMS: European 2024 M&A outlook Deloitte: 2024 financial services industry outlooks EY: 2024 CEO outlook pulse survey Foley: M&A trends to watch in 2024 FutureCFO: M&A Trends: Business leaders expect rebound into 2024 Guide to next: Publicis sapient 2024 outlook PwC: Next in asset and wealth management 2023 SS&C: How financial services M&A is responding to the 2023 bank shock UK Adviser: Have interest rates impacted M&A deals in the advice market?  

Blog Thumbnails   New Size (6)
Blog Thumbnails   New Size (6) generalinsurance
Integrating cultures during an acquisition: expert insights

​Integrating company cultures effectively is key to the success of any acquisition or merge. When two organisations come together there can be a range of cultural differences; namely working styles and processes, company values and relationship dynamics. Differences can create frictions, miscommunication and uncertainty for people. Subsequently impacting wellbeing, engagement, productivity and retention. Research by McKinsey & Company shows “companies that manage culture effectively in their integration planning are around 50% more likely to meet or exceed their synergy targets – across both cost and revenue synergies” (McKinsey & Company: the importance of cultural integration in M&A: the path to success).With M&A being one of the main catalysts for organisational growth, accounting for almost $8.3 trillion of capital deployment, and responsible for driving almost 75% of growth targets (McKinsey & Company: Will 2024 be the year for M&A?) – how can businesses ensure cultural dynamics are managed well and importantly not lose top talent during the process?We spoke to Victoria Gallimore, Group People and Culture Director at The Clear Group, on the strategy they employ to ensure a consistent culture. Having acquired over 50 businesses, and 15 of those businesses from July 2023 to June 2024, The Clear Group are well aware of the importance and challenges of any cultural integration. Victoria shares her insight on how The Clear Group have managed so many successful acquisitions, their sensitive yet effective approach to cultural integration and the essential strategies any people management team should employ. During a typical acquisition does The Clear Group change the organisational structure?At Clear, we’ve created a regional structure across the UK retail business, led through the appointment of Regional Managing Directors (RMDs). The overwhelming majority of our RMDs have joined us from the various business that we have acquired over the years, so are able to provide firsthand experience, a holistic viewpoint as well as being a fantastic intermediary between our newly acquired businesses and the existing group. We align acquisitions to this regional model, so RMDs can support business in the region, underpinned with support from the central support teams. It’s important that we minimise disruption for teams during any transaction; our goal is always to work with people collaboratively from day one. That way nothing comes as a surprise and people don’t experience a huge amount of change. How do you manage the onboarding of a business?From day one, we work with a business to understand what an effective integration looks like for them; ensuring all new businesses can meet their Regional Managing Director, our senior leadership team and the individuals that will support them during the transition phase. This takes many forms, such as invitations to relevant business events, access to the group wide intranet and charitable and wellbeing initiatives, along with participation in our training programmes. All acquisitions are also invited to complete our annual employment survey to ensure their voices are heard. Feedback has confirmed that these initiatives help people feel part of the wider Clear family from the outset. We also work closely with acquisitions to understand their systems, processes and approach – the ultimate goal is to ensure everyone is on the same broking platform (if relevant). Often this is a slow and considered integration, avoiding disruption as much as possible. Existing cultures are also hugely important – we look to buy successful businesses with a similar ethos to ourselves. This synergy reinforces our intention to always integrate - never ‘take-over’.What people challenges do you experience during the change process and how is this managed? Managing expectations can be challenging. Some people may want instant change such as a change to reporting structures/processes, others want as much information as possible in advance so they understand the future direction, others may want new career opportunities, and others are reluctant to change. Each acquisition is different, and we respect that. We understand that one size does not fit all. It’s important to evaluate and understand the people you’re partnering with and leverage the acquired leadership team to ensure people feel connected, engaged and informed. This minimises the risk of people creating their own understanding based on assumptions, rather than facts.What is the impact on the teams and their culture, and how do you manage this?We always focus on acquiring businesses that align with our culture and values. Our stringent due diligence process ensures that it’s the right match for all parties involved. All of this helps to manage expectations early on, ensuring everyone feels part of the journey. This helps people feel comforted that they know what is happening and what it means to them. Having the Regional Managing Director structure in place also ensures there is continuous support, and with a strong communication line to the central team, they are able to let us know what additional resources or tools they might need.Do you create specific people engagement strategies during a period of change and if so, what does it entail?Yes, as part of the wider change and engagement strategy there are a number of activities we put in place. A few examples are:A robust internal communications strategy – Our intranet gives people a central place to learn about the business and their colleagues, plus an active forum to ask questions / share ideas. It’s also a great source of news with daily alerts, preventing people from missing out on key updates. A people business partner structure – We have designated people and culture professionals aligned to each of the regions. Our people and culture team work closely with managers to support individual career trajectories to ensure people have the right tools to implement clear development plans, which is essential for retaining talent. Culture champions –An effective network of Clear Group Ambassadors who provide information and news about our offices, events and initiatives to ensure everyone feels connected as a community.Peer Group – Our Clear peer group introduces staff to relevant sector experts and peers within their business area, encouraging dialogue and cooperation. Onboarding programme – This introduces teams and leaders to the business and provides them with dedicated time to understand the business and helps build relationships. Do you experience increased attrition?No, not to a concerning amount. The most important thing is to ensure you maintain an open dialogue. It’s no surprise that during any type of change people want honesty and transparency. It helps to keep the local leadership team the same, as this consistency makes people feel connected through association. And of course, we consciously move the integration at a pace agreed by all concerned. By keeping change to a minimum and by creating a relaxed and friendly working environment we have found that many people, especially vendors, have in fact stayed with us for a longer time than they might have anticipated. Sometimes after a planned retirement date. What is your biggest learn?Our biggest learn is doing as much as possible to make sure people understand the journey they’re on; regular communication is key to this. Staying connected with people through things like focus groups really helps to integrate teams, manage confusion (if necessary) and provide clarity. I genuinely think throughout any change process you can’t ‘over communicate’. In terms of cultural alignment, what advice would you give to companies going through an acquisition?There are a few things that I’d say are ‘non-negotiables’. Set clear expectations from the get-go – This helps to ensure everyone is on the same page and there are no major surprises.Understand the culture of the business you’re acquiring – Make sure it aligns with yours, otherwise there will undoubtedly be friction. Do your due diligence, what are your partner company’s values? Are they reinforced through processes?Review people processes – Does your partner company conduct appraisals with their staff? Are there performance metrics in place? Be sure you know clearly how they manage people engagement and communication. Do they have high retention levels, what’s their people engagement score?Make sure there are several communication avenues – People need access to leadership teams, colleagues and external sources to feel connected and to avoid creating a false ‘truth’.Keep it simple, communicate regularly with everyone and treat people like adults.If you’re looking to grow your business or planning an exit strategy, our specialist M&A consultants can provide some intel on market conditions and advise on your strategy. Get in touch.

Blog Thumbnails   New Size (4)
Blog Thumbnails   New Size (4) generalinsurance
What does a Labour government mean for M&A activity?

It’s been nineteen years since Labour last won a general election, and with the Conservatives trailing behind in the polls since May, Labour’s resounding win of 411 seats doesn’t come as a huge surprise. The current rate of M&A activity is higher than it was in 2023, with over 400 deals in the UK completed in the first quarter of this year. From an insurance perspective, there were circa 160 broker sales last year with an estimated 164 predicted for 2024, the highest number in the general insurance sector. This has been fuelled by a significant increase in buyers with a number of active American players. When looking at financial services, research shows that around 50% of independent advice firms are considering a sale in the next two years, with succession planning a key feature in annual business plans. With inflation rates having eased, commentators are predicting a potential improved deal environment for the remainder of the year. But, with a new government now in place and uncertainty around funding and tax implications, what does this mean for those in the middle of a sale, or considering one?Tax It is anticipated that Labour’s Chancellor, Rachel Reeves, will deliver her first budget in the second half of September or early October 2024 with the initial changes expected to concentrate on capital taxes (capital gains tax, inheritance tax) and perhaps pensions.Labour’s manifesto was very careful in its wording about not increasing tax rates or introducing a wealth tax, but the silence was deafening regarding tax reliefs. For example, will the Business Asset Disposal Relief of £1m at 10% for qualifying gains be removed? Might the Chancellor seek to reduce or remove inheritance tax (IHT) reliefs such as Business Property Relief or perhaps scrap the tax-free lump sum for pensions?Labour also plans to introduce rules on carried interest paid to private equity managers, ensuring it’s taxed as income rather than taxed as capital at a lower rate, although detail on rate and how it will work is yet to be disclosed. What’s the best course of action?David Morrison, Partner at EQ Accountants shares his key advice below…If you are in the middle of a transaction, completion in early course should ‘bank’ the reliefs currently applying.If you are considering a sale or other succession, the question is whether this can be done quickly? It’s likely that succession could be delivered but a sale process not yet started is unlikely to be completed by mid-September 2024.It’s vital that you speak with your financial adviser to determine the best course of action for your pensions.Future outlookThere are signs for a potential vibrant and steady M&A market, with research anticipating an acceleration of transactions over the next eight to ten weeks, and then perhaps a lull as the Chancellor’s programme becomes clear. Potential higher capital taxes may well derail disposals for a time, as sellers get used to a potential new regime which might affect their view of whether they can afford to sell or not.In addition, Labour’s commitment to clean energy and green spending, with their plan to ‘make Britain a clean energy superpower’, could spark ESG related acquisitions. Resulting in larger corporations acquiring businesses with strong ESG propositions, in order to enhance their own credentials and offerings. With any current or planned deal, we thoroughly recommend businesses seek professional advice as soon as possible to determine whether you can use the rules and reliefs currently applying. Failure to do so could be costly in the long run. If you have questions regarding the M&A market, a current transaction or would just like some free confidential advice don’t hesitate to contact our M&A consultants.

New Website Blog Thumbnails (2)
New Website Blog Thumbnails (2) blog
2024 Risk & Compliance market outlook

​We spoke to Jack Johnson, Business Director, about the Risk, Governance and Compliance market. Jack shares his thoughts below on current market trends, factors affecting hiring, in demand roles and skills, and what businesses and professionals need to be aware of, for the remainder of the year.For advice on the Risk, Governance and Compliance market, support with your hiring strategy or guidance on finding a new role, contact Jack. What specific trends have you seen in your market?The Consumer Duty deadline (July 31st) meant there was a big push for conduct risk professionals in the market, we also saw Lloyd’s clients opening up their searches to retail P&C professionals. Although M&A in insurance was down last year, we have seen a spike in compliance and risk professionals with M&A experience, particularly from a policy and framework perspective. This could be due to the activity of 2022 having a knock-on impact on the market.Salaries in the industry have slowed down post the COVID boom. Although we are still seeing competitive counter offers, we are also now starting to see professionals move roles laterally or for smaller wage increases, which was not the case during COVID. Counter-offers are a short-term fix for a long-term problem with many candidates registered with IDEX, having accepted counter offers in the last two years.What factors have affected talent attraction and retention in the past 12 months?Back to work policies remain a focus for employers. There is a push for a more structured hybrid working model, with businesses enforcing on average two days in the office, and three working from home. Some businesses have gone further with three to four days in the office.Post the COVID boom, there was always going to be a slightly quieter market. We are now seeing the importance more so than ever, of proactive resources. With direct applications reducing in number and quality, the majority of placements are now through proactive sourcing methods.Which roles are most likely to be in demand and why?Roles in technology and automation are still high in demand. Whether that’s to support the automation of polices or the new risks associated with cyber and technology risk. This will remain a growth area for the industry. As consumer duty continues to impact businesses and associated roles remain important, professionals with strong conduct experience will remain in demand. What skills are in-demand for professionals wanting to work in this market?Professionals with project exposure are always in demand. With businesses going through large transformation projects, organic growth or through M&A, clients are often looking for experienced professionals who can deliver on risk and compliance policy changes. This is also replicated with the heighted focus on regulation.What do clients and professionals need to be aware of throughout the remainder of 2024?You will often hear the phrase ‘talent shortage’ or ‘war for talent’. I would disagree with these statements and say there is some exceptional talent in the market, but you just have to be looking in the right places, making sure you have the most attractive proposition in the market. It is very competitive, so you need to have the smoothest processes and the slickest onboarding offering to attract the best candidates.For professionals it’s important to be flexible and prepared for every interview.Counter-offers are rife but always remember why you were initially thinking of leaving. In any sort of exit from a business everyone is considering their own options, so make sure you do what is best for you and not what is going to make your boss’ life easier in the short term. About JackJack leads our Risk, Governance and Compliance division for IDEX, recruiting Risk, Actuarial and Compliance professionals across the UK and internationally. He has an excellent network of candidates and clients in the Insurance (Broker, Lloyds, P&C and Life Insurance) and Financial Services (Wealth, Asset Management and Financial Planning) industry.For advice on the Risk, Governance and Compliance market, support with your hiring strategy or guidance on finding a new role, contact Jack.  ​

Banner Default Image

Meet the Financial Services Experts

Alison MacMillan

Alison MacMillan

Ashlea Walton

Ashlea Walton

Emma Murray

Emma Murray

Jack Johnson

Jack Johnson

 Louise Bibb

Louise Bibb

Keith Enright

Keith Enright

Graeme Hyland

Graeme Hyland

Alex Merrick

Alex Merrick

James Salmon

James Salmon

Graeme Winn

Graeme Winn

David Elders

David Elders

Lynn Wilson

Lynn Wilson

  • Alison MacMillan

    Divisional Director

    Mobile: 07423 400 829 | E-mail: alison.macmillan@idexconsulting.com​Ali has been working in Financial Services recruitment in Scotland since 2002 and is a Fellow of the Recruitm...

    View profile
  • Ashlea Walton

    Client Director

    Mobile: 07805 843 149 | E-mail: ashlea.walton@idexconsulting.comAshlea is an experienced Employee Benefits recruiter with 10+ years experience recruiting nationally. She specia...

    View profile
  • Emma Murray

    Client Delivery Manager

    ​Mobile: 07791 280 859 | E-mail: emma.murray@idexconsulting.com​A spring of energy in the office, Emma is a dedicated and passionate Financial Services specialist. Partnering w...

    View profile
  • Jack Johnson

    Business Director & Regional Manager

    ​Mobile: 07795 571 723 | E-mail: jack.johnson@idexconsulting.com​Jack has nine years’ experience recruiting Risk, Actuarial and Compliance professionals in the UK. He has worked...

    View profile
  • Louise Bibb

    Regional Manager

    Mobile: 07706 736 747 | E-mail: louise.bibb@idexconsulting.com​Louise has worked within Financial Services recruitment for over 7 years, predominantly focusing within the South...

    View profile
  • Keith Enright

    Business Manager

    Mobile: 07818 236 224 | Email: keith.enright@idexconsulting.com​Keith has been recruiting within the Financial Services sector since 2003. He specialises in partnering with clie...

    View profile
  • Graeme Hyland

    Business Manager

    Mobile: 07896 933 622 | E-mail: graeme.hyland@idexconsulting.com​Graeme is one of the longest serving members at IDEX Consulting and is fully responsible for recruitment, talent...

    View profile
  • Alex Merrick

    Business Manager

    ​Mobile: 07776 670 384 | Email: alex.merrick@idexconsulting.comPrior to moving into Recruitment, Alex was a Financial Adviser for 16 years. He started advising within the Bancas...

    View profile
  • James Salmon

    Mergers and Acquisitions Client Director

    Mobile: 07947 748 173 | E-mail: james.salmon@idexconsulting.comJames leads our Financial Services Mergers and Acquisitions proposition; supporting Wealth Management businesses t...

    View profile
  • Graeme Winn

    Managing Consultant

    ​Mobile: 07552 208 547 | E-mail: graeme.winn@idexconsulting.comFollowing an initial career in Accountancy, Graeme has worked within the recruitment industry for nearly 10 years....

    View profile
  • David Elders

    Managing Consultant

    ​Mobile: 07407 626 734 | E-mail: david.elders@idexconsulting.comDave has over 16 years’ experience recruiting in the Financial Services sector, initially within Retail Banking,...

    View profile
  • Lynn Wilson

    Senior Consultant

    Mobile: 07918 211 987| E-mail: lynn.wilson@idexconsulting.comLynn has been working in Financial Services recruitment in Scotland since 1996. She typically recruits for are Para...

    View profile
Check out other experts:
  • Alison MacMillan
  • Ashlea Walton
  • Emma Murray
  • Jack Johnson
  •  Louise Bibb
  • Keith Enright
  • Graeme Hyland
  • Alex Merrick
  • James Salmon
  • Graeme Winn
  • David Elders
  • Lynn Wilson