Jump to content
  • Rob Carter
    Rob Carter

    Sign in to follow this  

    Introducing the AlgoMe Career Satisfaction Benchmark Report

      Time to read: 2min

    At AlgoMe, we’re very well acquainted with the Asset Management, Fintech and the wider Financial Services industries.  We understand how dynamic and exciting these areas are to work in and conversely, how the challenging factors such as regulation, Brexit and technology are creating new pressure points.

     

    According to The Investment Association there are currently 93,500 people employed in activities related either directly or indirectly to asset management – this is a significant community. The asset management industry alone directly employs 37,700 individuals at the end of 2016.

     

    More than ever before, professionals and organisations need to be working at peak performance; which means sustaining a productive and stable workforce. We asked ourselves, where are we right now? What are professionals thinking and how does this stack up against what they are experiencing at work?

     

    In order to uncover a true picture of where we are now, and how to overcome the challenges we all face, we undertook some extensive research and have just published the AlgoMe Career Satisfaction Benchmark Report.

     

    The report is a pulse check when it comes to working goals, ideals and motivation. The results have proved what we have been suspecting for a while – the workforce is changing and there are already fundamental gaps in expectations between employees and their employers.

     

    The report supports professionals and companies by helping them to understand how to manage their roles and ambitions successfully – especially when it comes to identifying needs and weak spots. Please enjoy the read and feel free to share this with your colleagues and HR.

     

    The AlgoMe Career Satisfaction Benchmark Survey is now out – download it now for great insights and advice



    Sign in to follow this  

    • Share this    
    Share this  

    Member Feedback



    Recommended Comments

    Be the first to comment.

    Become a member to read more and join the discussion

    Members can read and contribute to discussions

    Apply

    Register now for free access.

    Create your account

    Sign in

    Already a member? Sign in here.

    Sign In Now

  • Related Content

    • AlgoMe
      By AlgoMe
      Navigating Chaos: Compliance Agility in a Dynamic Regulatory Environment
      CLAUSEMATCH.COM ClauseMatch Quarterly RegTech events  
    • AlgoMe
      By AlgoMe
      The Investment Association, and its FinTech innovation and accelerator hub, invite you to the last TechTalk of 2019 to explore RegTech's latest challenges and innovative solutions for the investment management industry.
       
      https://www.theia.org/events-training/event?eventtemplate=253-techtalk-regtech-in-investment-management&event=512
    • AlgoMe
      By AlgoMe
      Biological ecosystems are complex, interconnected, and require a holistic contextual awareness of the intricacy in interconnectedness as an integrated whole, rather than a dissociated collection of systems and parts. Change in one area has cascading effects that impact the entire ecosystem.

      This interconnectedness and demand for 360° contextual awareness apply to the world of compliance in context of regulatory change management. Organisations need to see the intricate interrelationships of regulatory change and its impact on policies, objectives, risks, and boundaries of the organisation.

      Join us for an evening of discussion, networking and entertainment as Michael helps us explore how to define strategy and process for regulatory change management that is driven by intelligent information and technology.
       
      Navigating Chaos: Compliance Agility in a Dynamic Regulatory Environment
      CLAUSEMATCH.COM ClauseMatch Quarterly RegTech events  
       
    • Jonathan Max
      By Jonathan Max
      Here is what is on mind; as the nonsense in parliament continues, are we merely between a rock and a hard place or to be coined 'hard Brexit'?
      Thoughts please
    • Jonathan Max
      By Jonathan Max
      I started at Lehman Brothers in 2005 in their HR team; they had been a client organisation of mine for a few years and was I extremely excited to be joining in the heady days of a raging bull market. While an industry contact had informed me of the potential role; there was the ‘standard’ interview process of seemingly meeting everyone. Did I really know what to expect or how to make the most of the opportunity? Not really is the honest answer.
       
      I learned how to progress my career as I went along; but, in truth was more focused on being accepted and delivering in what was a culturally unique organisation. I stayed at Lehman Brothers until it reached its dénouement in 2008. After the Lehman Brothers bankruptcy, I transferred to Nomura and was again part of a fascinating journey with many twists and turns along the way. The market was clearly in a very different place; the next years were a seemingly endless journey of organisational ‘Re’....Restructuring, Realignment, Repositioning, Reorganisation and so on. I left Nomura in 2017 and now reflect on what I wish someone had told me in 2005 about career development; so I have summarised as follows: 
       
      Find a mentor
      My approach here was somewhat ad-hoc. I had a great relationship with my line manager and then an organisation change resulted in a different reporting line. To placate some pre-existing hostility between my former and new line manager; the safest route was to form a ‘mentoring relationship’ with my previous manager so I could still benefit from his considerable insight and advice. I developed several mentoring relationships; both within and outside the companies. A couple were more formal, the others less so but equally valuable. They were people with different backgrounds and experience who could share information and provide guidance. 
       
      Sun Microsystems undertook a body of research around its own mentoring programme, which came up with some very compelling results Mentors were promoted six times more often than those not in the programme; mentees were promoted five times more often than those not in the programme. Having mentoring in your early career is obviously going to speed up progress, but according to the Harvard Business Review article on mentoring “Everyone we spoke with over age 40 could name a mentor in his or her professional life, but younger people often could not”.  Therefore, to get ahead of the game and progress your career you need to think carefully about how to develop the right mentoring relationships and do this early on. Or, put another way, when you can gain practical advice and learn from the experience of others; why would you not seek mentoring relationships?  
       
      Join Networking Groups
      I founded what was to become the largest employee driven network at Nomura; comprising over 750 people in the UK and beyond and holding several events every month. So why did I do this? Because I thought it would be a bit of fun and with the support of my manager and head of diversity something that would bring a bit of variety to me professionally and personally. 
       
      With this decision, I completely missed the significant benefit this would have on my career. I was able to find new ways to navigate the organisation and find the find answers I needed. I had ‘friendly’ contacts in many departments; if they couldn’t help me they would point me in the right direction. As my day-to-day work became complex and involved working across several different groups and businesses; I had the right contacts to make things easier. I’m not saying you need to form a group but being part of internal and external networking groups is absolutely essential to successful career development. This article; 10 Important Benefits of Networking is a very accurate overview of why this needs to be part of your game-plan.
       
      Leverage the appraisal process
      I don’t think I was in a group of one in my early approach to appraisals and performance management. Typically, following a number of automated reminders, I would complete the mid-year or year-end process with seconds to spare and that was that until the next reminder arrived in my inbox. Most of the completion time was spend on ‘refreshing’ myself on the objectives I had set and then trying to recall enough information to make a decent attempt at well considered response.
       
      My advice here is embrace the appraisal process to your advantage as I started to do after realising how I could benefit from a more structured approach; how you evidence your achievements is just as important as how you determine your goals and where to focus your skills. Contrary to popular myth, a sense of entitlement on how your career should progress doesn’t work! What is truer is that management talk and discuss people; so make sure you are in the group of people that gets discussed for the right reasons and opportunities will come your way. Even if the traditional annual performance appraisal process is giving way to more frequent conversations between a manager and subordinate; make sure you are ready to have discussions about your future.

      Know your Industry
      Earlier on in my career, I was too focused on my immediate environment and in trying to deliver day-to-day. Therefore, my perspectives were too internalised, and I wasn’t able to draw on external sources for new or alternative perspectives. I started to change this; attending industry events; reading and learning to increase my understating of the industry and how different elements knitted together.
       
      What I didn’t realise immediately, is that managers are having to demonstrate this very thing to their superiors and don’t necessarily have the bandwidth to get into all the detail. Making yourself a ‘go-to person’ for information enhances your personal brand and with that you get to get involved in more interesting projects and assignments and hence career development is a beneficial consequence.

      As Abraham Lincoln said, "The best way to predict the future is to create it.", that’s not something you can leave for someone else to do if you want to progress your career.
Debug
Debug info:
You may be asked to provide the below information to an AlgoMe administrator if you are facing any problems with the app:
appcms
modulepages
controllerpage
topics/forum ID14
page ID
PHP user agentCCBot/2.0 (https://commoncrawl.org/faq/)
ThemeAlgoMe v2.1.5
Mobile appNO
Member ID
×

We use cookies to give you the best possible experience. If you continue, we’ll assume you are happy with this. For further information, see our Privacy Policy.