You are the Head of People and Culture in a medium sized organisation with around 1,200 employees. The organisation is beginning to get people back into the office. There is a general sense from your CEO and executive leadership team that productivity is dropping and with employees working remotely they are concerned about a drop in engagement.
Following a recent employee engagement survey, the engagement score is the highest it’s ever been, despite people not being based in the...
You’re the head of a department in a large financial institution. With automation changes swiftly coming into effect over the next two years, you’re aware there will be a number of redundancies to come. The timing of the redundancies, along with who will face it is still unknown.
2020 has been a year of challenges, but also opportunity. Looking back, there have been some highilghts.
You’re the HR Manager of a regional bank with a number of branches in country Victoria. Friendships amongst employees in the organisation is inevitable given its size and most of them being locals in their communities.
You have been working on a proposal with a colleague who is in the same team and junior to you. You’ve both put in a significant amount of work and you can see that your colleague is really extending themselves.
A recent graduate from a reputable university has been offered the opportunity to work with their dream organisation, reporting to you as the manager of the strategy division. Your organisation has a good reputation for giving graduates internships. But there's a catch.
As the head of people and culture in a large financial institution, you’ve been given information by an individual regarding your behaviour.
With a workforce still largely working from home, middle managers are up against a whole new set of challenges, managing their teams in a remote setting while still delivering results to upper management.
You are the head of your department in a large organisation and have a good relationship with the majority of your staff. As restrictions ease, your team is slowly returning to the office in a new world after working from home for several months.
Since returning to the office on a regular basis you have noticed that a senior employee in a leadership role has been spending an increasing amount of time with a much younger member of your team.
There are a lot of coffee breaks together and...
You are the member of an executive team and your role is to assign performance-based bonuses. Due to the extraordinary impact of Covid-19, the board has asked bonuses be forgone this year. The organisation has made a profit. Your team has worked extremely hard. You feel uncomfortable about not being able to provide them with the promised bonus. It seems unfair.
As part of The BFO Young Ambassador Program, my fellow ambassadors and I have received many opportunities to connect with like-minded individuals, experts on ethics and leaders in the banking and finance industry. I was honoured to have the opportunity to meet with ANZ’s outgoing Chairman, David Gonski and to speak with him on all things ethics and leadership.
You’re a new risk analyst at an organisation, hired a few months into the onset of COVID-19 you start working from home immediately with the rest of your colleagues.
As the manager of a small close-knit team in a large financial services institution, one of your team members has made you aware the new employee in your team has a sexually explicit Instagram account, and others in the broader business division are gossiping about this individual.
It is not news to say that Melbourne has fared poorly during the pandemic. The sudden onset of a second wave, dwarfing the first in severity and plunging us suddenly from a relaxed level 2 lockdown all the way to a level 4, complete with curfew, all took a toll.
You are an Executive General Manager in a large financial institution. There are some changes in the pipeline for the business and the board is mostly in support of them. The changes will benefit a majority of customers, but not the entire customer base.
The accusation of virtue signalling is typically understood as a serious charge. Those accused usually respond (if not by an admission of fault) by attempting to show that they are doing no such thing. In this paper, I argue that we ought to embrace the charge, rather than angrily reject it. I argue that this response can draw support from cognitive science, on the one hand, and from social epistemology on the other. I claim that we may appropriately concede that what we are doing is (inter alia) virtue signalling, because virtue signalling is morally appropriate. It neither expresses vices, nor is hypocritical, nor does it degrade the quality of public moral discourse. Signalling our commitment to norms is a central and justifiable function of moral discourse, and the same signals provide (higher-order) evidence that is appropriately taken into account
in forming moral beliefs.
You are an experienced business banker and been approached by an established small-to-medium business looking to move their business banking.
You are the CFO of a large retail property organisation that owns a number of shopping malls across the country. Given the sizeable food courts in each property, a larger portion of your tenants are small business owners operating eateries within the food courts.
As the head of a department in a large financial institution you have a strong relationship with a small boutique strategy agency (Agency X), who you have worked with for a number of years. You’ve always been happy with the quality of work and the consultants are experts in their field.
You work in recruitment for an organisation currently hiring. It is an organisation with strong purpose and values and they value meritocracy.
Until recently you’ve experienced high job satisfaction in your current workplace but you were recently overlooked for a promotion.
Working in the fast-paced and dynamic world of international equities, many deals are traded on a daily basis. Behind the glamour and prestige of the trading desk, back office and middle office teams ensure that the settlement process – funds transferred, shares moved – runs smoothly. Its important work; if a trade fails to settle, the consequences can be loss of reputation, interest rate charges and even fines.
What has the experience been like when it comes to starting a new role at a new organisation during the onset of COVID-19?
How can we embed an ethical culture in this changing world? Pauline Vamos, Director of The Banking and Finance Oath shares the why and ways to embed ethics into your business.
A small boutique wealth management company has been hammered by a slowing economy in the current climate. Revenue is down, cash flow is dwindling and lines of credit are nearly exhausted. The company is bleeding money, despite some government support. The founder and CEO is trying to ride out the storm, but the situation has deteriorated enough that they must do something to stop the financial haemorrhaging. The option that would reap the greatest savings for the struggling company is to lay...
You’re a first-year analyst at an investment bank and happy to be working long hours to produce high quality work after having landed your dream job upon graduating from uni. You have the opportunity to work with one of the organisation’s most reputable senior bankers on a deal, and you're pleased when they compliment you on the presentation of your reports as well as your attention to detail.
In recent years, Social and Environmental sustainability has been at the forefront of conversation for governments and multinationals, particularly in Australia where extreme weather conditions, such as the bushfires and floods experienced earlier this year, have brought about deeper conversation on what businesses could be doing better.
A manager oversees a team of front facing customer service staff. She has been working hard to improve the level of respect shown by staff to customers. One team member continues to be consistently rude to customers, which he justifies on the basis that he sees more customers in a day than any other team member. Frustrated by the impact this is having on the morale of her team and their culture, and the ineffectiveness of her attempts to change the behaviour of this team member through on...
The workplaces we return to will not be the ones we left. There will be strict policies on desk use, the maximum number of people in meeting rooms and common areas, and limited outings for coffee and lunch breaks. But I’m optimistic there are some things that will be strengthened within organisations – and this includes the focus on cultural diversity when it comes to organisational communication. There are some learnings too from the communications we've seen between the government and multi-cultural communities during the current health crisis.
Although efficiency is a value in so many organisations and an important part of delivery to customers, often we don’t see potential risks or mistakes until something goes wrong.
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