The post-pandemic managerial conundrum – framing the narrative

Rolling the dice between soft and hard policy-making

The global financial services industry, with Hong Kong and China being notable exceptions, has entered a post-pandemic phase with its executive struggling to understand what the likely outcome will be to the great social experiment of our time. This experiment is testing and will define the legacy of the pandemic regarding how working practices are determined.

Intuitively the executive mostly holds a belief that having staff in the office stops cultural erosion, enhances camaraderie and morale, and maintains and increases productivity. Many say you can’t argue against this summary, although it is conversely as difficult to articulate a clear argument for it. The challenge is how to get the narrative right to ensure new working arrangements are not detrimental to these pillars of corporate success and that the narrative is understood, embraced, and entices employees back to the office. Importantly this return needs to be because they wish to be there, understand the benefit to themselves and the company and feel empowered and valued in doing so.

The evolution of technologies enabled working from home to be enacted with ease and statistics suggest staff productivity was largely up throughout the home working phases of the pandemic. These two points, to some, are sufficient evidence to support policies moving forward that will allow differing levels of flexibility in working models. Hybrid working is now a staffing expectation and demand, a seismic change when you consider before March 2020 the possibility of any flexibility for most staff to work from home would have been a fleeting moment of hope.

What is thought-provoking is that the seat of power and influence on policy-making and how robust companies are in their enforcement is being dictated by a shift in the balance of power from employer to employee. Many companies are openly acknowledging they have a hard, albeit small, cohort of staff that simply refuse to come back to the office, and they are mostly accepting this group’s self-made policy adoption as if to say it’s a problem that can be addressed further down the road and is not a burning bridge momentarily. A high percentage of staff are seeking and expect to make permanent the practice of flexibility and the ability to largely choose where they work.

Non-Financial Risk Management Working Group Programme

Non-Financial Risk Management Working Group Programme

We are committed to supporting the global COO community and to helping them address market wide, non-proprietary challenges.  In line with the identified demands on the COO, in June 2022 we established a programme of working groups to engage our community in debate...

Algo Trading Controls and Governance

Algo Trading Controls and Governance

Outline: 20 member banks of the International COO Community (iCOOC) participated in the May Q2 2022 Algo Trading 1st Line Business Controls Working Group. In attendance was the global leads for 1st Line Risk, Controls and Governance for Algo Trading. Objective: To...

The Chief of Staff – Competency assessment and mandate

The Chief of Staff – Competency assessment and mandate

The Chief of Staff (CoS) can be one of the most impactful and valued roles if the mandate is understood and clearly communicated to the c-suite and key managerial stakeholders. If the mandate is not communicated clearly, whilst accepting the CoS and the Chief...

An Investigation into Non- Financial Risk Management

An Investigation into Non- Financial Risk Management

Collective Thought: Buy and Sell Side COO Roundtables and Debates, New York, March 16 and 17, 2022 Attendees: 36 COOs and executives from the office of the COO from 29 banks and asset managers. The first face-to-face New York round tables for the International COO...

The Case for Freedom and Humanity

The Case for Freedom and Humanity

2022 Western Democratic States Take Seats in the Theatre of War to Watch the Live Performance of Ukraine’s Defence of Freedom on Behalf of Humanity. By Maurice Evlyn-Bufton, CEO, Armstrong Wolfe 8rd March 2022 Question: At what point does Excalibur and drawing the...

ESG Symposium Abridged Minutes

ESG Symposium Abridged Minutes

  Speakers: Corinne Neale, Global Head of Applications for Data and Analytics Solutions, BNY Mellon, Pierre Pourquery, Partner, Head of UK Capital Markets, EY and Rob Scott, Managing Director, Global Head of Market Infrastructure and Participants, Commerzbank...

Leadership Case Study: Volodymyr Zelensky, Ukrainian President

Leadership Case Study: Volodymyr Zelensky, Ukrainian President

From Comedian to President to Statesman to Wartime Leader to the Defender of Western Democracy By Maurice Evlyn-Bufton, CEO, Armstrong Wolfe 3rd March 2022 Volodymyr Zelensky was born January 25, 1978 in Kryvyi Rih, Ukraine, USSR (now in Ukraine). A career comedian...

X
X
X