Get Started for FREE
Sign up with Facebook Sign up with X
I don't have a Facebook or a X account
 Your new post is loading...
Scoop.it!
As financial services (FS) institutions look for ways to spur organic growth, the importance of catering to customers of various language backgrounds stands out. With growth potential in mind, we've identified and laid out four pivotal areas that demand the undivided attention of FS organizations. (Our clients can attest that the ROI is worth it!) Read the full article at: www.transperfect.com 
No comment yet.
Sign up to comment
Scoop.it!
The word ‘rollercoaster’ best sums up 2023. We’ve experienced economic, geopolitical, technological, and societal challenges over recent months with the ongoing cost-of-living crisis, high interest rates, inflation, global conflicts, catastrophic weather events, the rise in artificial intelligence such as ChatGPT, to name only a few. All of these elements have put pressure on the financial services industry (FSIs), pulling its focus in different (and often complex) directions to solve problems that didn’t exist a year ago. Read the full article at: blogs.opentext.com
Scoop.it!
Approaches to HR planning has changed significantly, and they will continue to do so. Amongst the many impacts Covid-19 has had, it’s proved that remote working is not only possible for the banking sector, but that in the right circumstances it can be more productive than traditional working models. This will create significant demand amongst the talent market for a continuation, and has of course forced businesses to change their approaches to how they think about things like the geographies in which they recruit from and how they retain top talent. Struggling to identify top talent? Highly talented staff are like gold dust. So in the high pressure world of finance and banking, we know that your organisation will be keen to find them, nurture their potential, and keep them with you through dedicated development programmes and heightened access to opportunities. But how do you identify your high potential talent in a robust, evidential and non-biased way in the first place? Read the full article at: internationalbanker.com
Scoop.it!
The role of the CFO within the organization has long been changing—a process which was turbo-charged by the digital transformations and enhanced business challenges of the Covid-19 pandemic. In a recent Q&A, Omar Choucair, CFO of financial software company Trintech, and I discussed the new essential CFO skillset in the post-pandemic world. It entails not just specific competencies but an updated frame of mind that puts the finance chief at the center of change and adaptation. Jeff Thomson: Traditionally, the CFO was seen as performing two primary roles: custodian of the budget and protector of critical assets. Now the CFO must capture key performance indicators that provide insight and foresight, that will inform the future course of the organization. How has this focus on strategy and the future upended the traditional function of the CFO? What new skillsets must CFOs acquire to perform these new tasks? Read the full article at: www.forbes.com
Scoop.it!
Now more than ever, the customer is king, and financial services organisations need to be able to cater to changing demand. Unfortunately, a skills shortage to handle digital transformation has exacerbated the challenge. This is driven by a lack of qualified talent to fill new IT roles, and a millennial workforce that shuns long-term employment. As parts of the world begin to emerge from the peak of the Covid-19 pandemic, the strategic focus is turning to what the competitive landscape will look like in the aftermath. It is also essential for leaders to realise what the new reality means for them and how to come out in front. The financial services sector has to cope with drastic shifts in consumer behaviour, and the pressure is on to provide the kind of services that customers are beginning to demand. While digitalisation has solved some challenges, it has created many new ones in its wake, and success rides on the ability of financial services to address these issues in the new business reality. Read the full article at: www.bizcommunity.com
Scoop.it!
Managers can interview and onboard new employees from a distance during these unprecedented times. Many accounting and finance organizations have been forced to close their physical offices and conduct work remotely due to the COVID-19 pandemic, and these companies have had to come up with new ways of hiring staff. In particular, they’ve moved their recruitment and onboarding processes into the virtual world, from a candidate’s initial interview—now via video—to their first day on the job—now from home. The crisis has provided a fresh perspective on the idea that remote recruitment could become common and perhaps even standard in some cases. Managers need to be ready to address immediate staffing needs and those in the longer-term future, despite not fully knowing what the latter might look like. And since a virtual hiring process could play a bigger part in recruitment now and down the line, it pays to be prepared. Read the full article at: sfmagazine.com
Scoop.it!
Investment Banking vs. Corporate Finance: An OverviewA generally-accepted distinction between corporate finance roles and investment banking roles is that a corporate finance professional deals with day-to-day financial operations and handles short- and long-term business goals, while an investment banker focuses on raising capital. An investment banker might also run private placements and conduct merger and acquisitions (M&A) deals. It could also be said that investment banking roles are tasked with growing a company, while the corporate finance industry is employed in order to manage a company. Read the full article at: www.investopedia.com
Scoop.it!
Shifting priorities during the global pandemic provide new job opportunities for finance professionals equipped to adapt to change.
We’re living through a period of immense economic uncertainty as the effects of the COVID-19 pandemic continue to play out. In times like these, it might seem cavalier for finance professionals to think about making career moves, especially when many people have lost or are at risk of losing their jobs. And yet, in many ways, this is an opportune time to consider a change.
Businesses are rethinking how they work and are reorganizing, so they’re eager to bring in people with new ideas. If you have the right skills—and the confidence to market them—there’s no reason why you shouldn’t position yourself to move up the ladder. Read the full article at: sfmagazine.com
Scoop.it!
The COVID-19 pandemic has made it challenging for leaders to manage, hire, and train new employees while working remotely.
Using digital technology during the COVID-19 crisis to allow remote work has helped many financial professionals, enabled companies to continue serving customers, and made it possible for some businesses to expand. But it hasn’t been all smooth sailing. Managing teams that are 100% dispersed, hiring on a remote basis, and onboarding new employees in this environment–all while overseeing work such as Sarbanes-Oxley compliance and financial reporting–bring challenges most of us have never faced before. Here’s how many accounting and finance leaders are keeping their teams safe, maintaining high productivity levels, and further building remote teams. Read the full article at: sfmagazine.com
Scoop.it!
In the face of economic turmoil, agility has taken on a new meaning for organisations. For modern enterprises, agility has become a defining characteristic of businesses that can better anticipate what is coming, act quickly when faced with change, and more decisively respond to the demands of customers, market shifts, and competitive threats. Today’s finance teams are challenged to provide more guidance than ever before, with more accurate forecasts and reports in the face of unpredictable events. Traditional spreadsheets are no longer manageable at the pace business is moving, and, instead, finance teams are moving to cloud platforms powered by machine learning to help accelerate the planning process. Since the COVID-19 pandemic emerged on a global scale in the first months of 2020, finance teams across the world have been put to a once-in-a-generation test. While many have been able to provide critical decision-making support leveraging new technologies and processes, many organisations were caught off guard. As a result, it has acted as a wake-up call for finance departments that, for various reasons, have delayed digital initiatives. According to a survey of CFOs conducted at the height of the pandemic, one-in-three CFOs (34%) report that they plan to prioritise digital finance transformation next year, compared to just 5% as the pandemic hit. Read the full article at: www.financedigest.com
Scoop.it!
An accounting or finance professional aspiring to be a chief financial officer (CFO), must reflect a little to be certain they understand what it takes to become a CFO. CFO is generally the most sought-after job title to possess in anyone’s finance career. CFO is an executive-level professional financial professional who is in charge of the financial planning, record keeping and monetary health of an organisation, as well as managing the financial risk. A CFO occupies a seat near the elite of an organisation. In most cases it is just the chief executive officer (CEO) above them. For many CFOs the subsequent milestone is CEO – with the two-working hand-in-hand. Read the full article at: www.financialdirector.co.uk
Scoop.it!
Investment banking is a very popular career path among MBA graduates. While roles such as trader and analyst are accessible to candidates from a wide range of financial backgrounds, an investment banker position usually requires the high-profile skills and business acumen that only an MBA can give you. If you’re interested in becoming an investment banker, here’s everything you need to know about the role and how to best prepare for it. What do investment bankers do?Investment bankers are key players in many financial institutions across the world, including world-regarded financial banks and holding companies like Morgan Stanley, JPMorgan Chase and Goldman Sachs. Read the full article at: www.topmba.com
Scoop.it!
It’s no secret that the pace of digitalisation in the mortgage sector has been slow compared to other financial services sectors like banking or insurance. By and large, our sector has been reliant on pen and paper for far too long. However, Covid-19 lockdowns have forced the hands for many in the mortgage industry to integrate technology into their businesses. What was an evolution now shifted into a full technology revolution and transformation out of necessity. At the beginning of the March lockdown, the industry adapted well to remote working. In just a few short weeks, the mortgage market quickly moved to equip their workforces to operate from home. Read the full article at: www.mortgagefinancegazette.com
|
Scoop.it!
Currently, the main use cases for AI within finance departments are customer service, fraud detection and risk management. Sixty percent of the individuals we surveyed said they are “very comfortable” using AI technologies. Read the full article at: www.avidxchange.com
Scoop.it!
Americans are less financially prepared for retirement than they were in 2020, with millennials experiencing the biggest setback as savings decreased, according to a study by Fidelity Investments. Read the full article at: www.investopedia.com
Scoop.it!
Maintaining strong leadership of an entire finance team is hard, no question about it. But as CFOs have seen lately, remote leadership can present even more challenges. When the pandemic hit, finance operations everywhere moved from corporate buildings and conference rooms to home offices and kitchen tables. And while some CFOs may now be raring to get their teams back into the office, in many cases, remote work arrangements have proved people can be productive at home. To some extent, a dispersed workforce is here to stay. So, knowing how to manage your team remotely will be key even after the pandemic’s passed. Read the full article at: www.cfodailynews.com
Scoop.it!
From
www
Senior executive hiring has returned at an increased pace over pre-pandemic levels in recent months. Pent-up demand, stimulus-induced growth, and less-than-predicted economic damage have many organizations aggressively seeking to bring in new leadership talent. This year is already among the top five years of recruitment activity I have observed in a 20-year executive search career. It may well go higher, barring no major unpredicted adverse health, macroeconomic, or geopolitical events. The implications for finance leaders, their teams, and organizations as a whole are multifaceted. Consider for a moment the reality that a large majority of finance team members are being approached every day about new opportunities. Given the volume of recruiting activity, much of it becomes white noise. Also, recruiters, for the most part, are still not great at personalizing their outreach in a way that engages the highest performers (but they’re getting better). Read the full article at: www.cfo.com
Scoop.it!
A good job brings stability and a desired lifestyle. Couple that with a career you enjoy, and it’s easy to fall into a comfortable routine. But even in the best of times, you never know what lies ahead. Sometimes unforeseen circumstances can thrust you into the job market when you least expect it. The lingering economic impacts of the COVID-19 pandemic and the quickening pace of technological change mean that everyone, no matter how secure they feel, should have an eye toward their next job hunt. And employment disruption is one of the most stressful situations you can face in life. “Looking for work is exhausting and can be as intense as a full-time job in and of itself,” said Laurie Ruettimann, a human resources professional in Raleigh, North Carolina, and author of the new book Betting on You: How to Put Yourself First and (Finally) Take Control of Your Career. One way to mitigate the anxiety that comes with a sudden job search is to be ready for it. And that means preparing for your next job hunt now. Read the full article at: www.fm-magazine.com
Scoop.it!
For higher education institutions across the globe, change is the new normal. And while change always brings new opportunities, it also creates tremendous uncertainty. From volatile political climates to increases in regulation, the rapid proliferation of new competitors to anticipated labor shortages, every CFO today must be ready to face and manage the unknown. The normal human response to uncertainty is avoidance or a cautious “wait and see” attitude. Yet in a fast-paced, frenetic business world, where higher education institutions can be disrupted in mere months, “wait and see” is no longer a viable business strategy. While those who are reluctant to change are clinging to the old ("that’s the way we’ve always done it”), wise and visionary CFOs are already recognizing the need to step up and into Finance’s new role as a strategic business partner. Only those who bravely move forward, in spite of the unknown and armed with information, new tools, and a strategic plan, will reap the rewards. Read the full article at: www.blackline.com
Scoop.it!
People take career breaks for many reasons: To raise children, care for ailing relatives, manage their own health issues, or even explore personal growth opportunities (think travel and volunteer work). Regardless of why an accounting or finance professional temporarily leaves the workforce, figuring out how to re-engage after a long break can feel like a daunting task. “People who have taken an extended leave can often feel a real loss of professional confidence, as they may feel that their skills or knowledge are somewhat outdated,” said Karen Danker, a UK-based return-to-work expert and the head of coaching for the organisation Women Returners. “What we’ve found is that with the right strategy and support, they can overcome these barriers very quickly.” Read the full article at: www.fm-magazine.com
Scoop.it!
When we predict the future of the C-suite, the chief financial officer (CFO) looks set to be pivotal. In this choppy economic world with workforce and investment priorities ever-changing, their brief may even become more influential, and more powerful, than that of the chief executive. But many believe not enough is being done to find and equip the best new talent for this critical boardroom position. In a survey for ACCA, the global body for professional accountants, 45 per cent of those questioned believed insufficient attention was being paid to developing the skillsets of next-generation CFOs. Others question how important traditional accounting should be when elements, such as innovation and change, cybersecurity, environmental, social and governance issues, and cryptocurrency, may all have increasing importance. The need to offer the whole business insight into granular data could even push the CFO more into the sphere of a chief information officer. Read the full article at: www.raconteur.net
Scoop.it!
The organizational changes brought on by the COVID-19 pandemic have shaped hiring strategies and requirements for finance and accounting companies. As businesses grapple with the disruptions caused by the COVID-19 pandemic, they must become more agile, efficient, and innovative than ever. The pool of available talent is much more robust than it was at the beginning of 2020, but many companies must walk the line between needing additional help and keeping budgets in line as economic regrowth comes in incremental steps.
What does that mean for recruitment this year? Which skills will be in most demand? How can employers attract the candidates they need to help future-proof their business? Here are some insights to help you formulate your hiring strategy. Read the full article at: sfmagazine.com
Scoop.it!
CFOs have been an invaluable commodity during the pandemic, steering businesses through disruption and making the tough choices needed to ensure continuity. Yet it takes a special breed of CFO to pull a business out of survival mode and back into growth, competitive differentiation and innovation. Businesses have lived with uncertainty and economic disruption for more than a year now, but that doesn’t mean the future is any more certain. The CFO’s role is to predict that future ahead of schedule and to put their business on the best possible footing to meet it. In this new climate, that may mean transforming the company from the ground up. To achieve this, a revolutionary CFO must surround themselves with the best people – and know how to look after them – and they have to make sure everyone is equipped with the right tools and technologies for the job. Read the full article at: www.globalbankingandfinance.com
Scoop.it!
If CFOs have learned anything in the past year, it’s that they must be agile and innovative leaders skilled at predicting and planning for a future that is anything but predictable. The essential skills for CFO success go far beyond mastery of the financial basics, the ability to adopt popular management practices, or even the intuitiveness to know what the CEO is thinking. Those are just table stakes. The differentiators that make for an effective CFO take place in a far wider arena: for example, the ability to provide strategic business advice, communicate effectively in new ways and to more audiences, and deploy the latest technologies for maximum efficiency and minimal risk. But what competencies and skills do CFOs, board members, and others list as the requirements for corporate and career success as a finance chief? Read the full article at: www.cfo.com
Scoop.it!
Everyone can agree that potential is desirable in any employee, but what does potential actually look like in a finance professional? The answer depends on the size and culture of your organisation, as well as the specific role you’re trying to fill, but many high-potential professionals have a handful of traits in common. Robert Lamp, an Atlanta-based principal with management consulting firm Korn Ferry’s Global Financial Officer Practice, said he has seen the desired candidate profile for finance and accounting recruits shift a couple of times since 2008. After the Great Recession, he saw people turning to those with a strong technical background who had a transformation toolkit or a cost-restructuring background. In 2013 he noticed a swing in the opposite direction towards finance as a strategic leader and growth partner, with most of the technical tasks delegated to a strong supporting team. Read the full article at: www.fm-magazine.com
|
