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By Lauren Eardley

As a Specialist Recruitment Consultant in the Finance and Credit space, I am always looking for opportunities to become more immersed in the industry. Recently I attended the AB+F Retail Credit Panel Discussion which was held in light of the changes to Credit Reporting introduced in Australia in March 2014.

If you are unaware, this legislative change means that more credit information can now be shared by lenders for the purpose of assessing credit. Before now the information that could be shared was limited to credit applications and defaults (i.e. negative credit reporting), however the change in legislation means additional information will be available on accounts that customers currently have and how well they meet their repayments (i.e. positive/ comprehensive credit reporting). This brings Australia in line with the majority of other OECD countries including the US, UK and New Zealand.

The AB&F Discussion Panel was made up of 4 key players in the Global Credit Space: David Grafton (Credit Risk & Advisory Services, Veda), Bart Hellemans (Chief Risk Officer, ING Direct), Adam McAnalen (Head of Retail Credit, BOQ) and Cln Murthy (Country Risk Director – Consumer, Citi). Questions came from Andrew Stabback, Publisher & Managing Director of AB+F and the audience.

There was undeniable agreement that this is a busy time for Credit and Risk Managers and this period of transition is an opportunity for organisations to really switch on to data sharing and make the best of it.

The Credit Industry is buoyant and is growing for both secured and unsecured products however it still remains a relatively flat portion of Australian GDP. The panellists analysed the contribution of the buoyant housing market on (secured) credit growth. It was concluded that the current housing market is making the mortgage space highly competitive; lenders are having to differentiate themselves in the market place whilst not impacting their risk appetite. This means below average interest rates therefore people are paying off their mortgages much faster. Murthy of Citi confirmed that this translated into unsecured products as well; credit cards and personal loans are being snapped up, however consumers are paying them off quicker which means the growth is not being reflected on the balance sheet.

Hellemans and Murthy representing banks with global coverage agreed that we are not quite clear of the GFC yet but we are certainly in a stronger position now than in 2007. The regulations which instigated in the last 2 years have subdued credit growth. The increase in data available due to CCR means that institutions can delve into more niche markets and develop new products to differentiate themselves in the market place.

One example from the UK was raised; a Credit/Debit combination card with which you deposit a small amount of cash then the credit portion increases in line with how well you make repayments.

Sitting in a room full of Senior Credit and Risk Managers, they were all pretty much on the ball with the changes and how it affected their organisations. However, to really see the positive effects of CCR implementation, consumers (i.e. the general public) also need to understand what information is available on them, how it will be used and how it affects them. David Grafton, Executive General Manager, Credit Risk and Advisory Services at Veda, said it was frustrating to see consumers left largely unaware of their important new rights in the credit reporting system, that will ultimately help them take better control of their credit history.

“I think the government has really abdicated an important responsibility in that this is the most important change in privacy law in 25 years and it affects each and every one of us, it really does,” Grafton said.

This could potentially ensue a shift in purchasing power to consumers within 3-5 years. If customers have a positive credit file and are aware of it, it allows them greater negotiation power when obtaining credit. It will also allow consumers who have a made a genuine mistake in their payment history to accumulate a positive credit score more quickly and borrow successfully again in the future.

The changes following the implementation are in their very early days and we are not likely to see major changes for several years. The credit industry is encouraged to embrace data sharing sooner rather than later to avoid risk of irresponsible lending. While experience in application of CCR overseas can be drawn upon, Australia has different dynamics and is untested so beyond speculation the future of the Credit Industry has a long way to go and remains to be seen.

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Coming out of one of the busiest Januaries I have experienced in the recruitment industry, I feel compelled to share some of my findings on the early part of 2014. As a dedicated Finance & Credit Recruitment Consultant; my findings will be biased towards this sector.

I was one of those lucky people to work straight through the Christmas period so I rode out the quiet days and clung on during the January surge. Whether it be a trend in just my own clients or a reflection of the market as a whole, there has been a definite increase in demand for experienced Analysts, Collectors, Business Development Managers, Credit Controllers and Support Staff across the Finance industry. I believe this trend is linked to the ‘non-bank’ smaller lenders making an aggressive push to take market share in lending; particularly on home loans. Borrowers who may have been disenchanted with ‘non-bank’ lenders since the GFC have increased their confidence and in some cases have turned away from banks due to their higher interest rates and increased lending criteria. This has meant a requirement for more staff for these businesses and an increase in jobs. This demand has subsequently been reflected by an increase in quality candidates looking to snap up the best jobs out there this side of Christmas (up 8% on January 2013). This is great for employers, however; more opportunity means more choice and competition for candidates.

The choice that strong candidates have in this market has created the ability for them to demand more money; and trust me they are! Depending on your budget requirements and flexibility you may or may not be able to meet these demands but I have certainly witnessed my clients in this market becoming more generous in their salary provisions so it is certainly something to consider if you wish to compete strongly for the best talent.

I have also noticed a certain ferocity in the competition for these strong candidates in credit and finance this year.  A great candidate is always interviewing for several positions at once and they have varying levels of honesty in describing yours as their ‘Number One Priority.’ This creates an obligation on the employer to differentiate themselves from their competitors on what matters most to a superior performer; the benefits. Now this varies from person to person, salary is of course the most obvious point of differentiation but I have also witnessed an increasing emphasis on finding ‘The Right Role;’ this comes down to something less tangible; Culture.

The culture of an organisation comes down to a few fundamental points: management, team involvement, rewards, recognition and performance monitoring. While it is easy to stick an extra few Ks onto the salary, these cultural points are less easy to address (at least in the short term).

The length and smoothness of the recruitment process is also an initial indication to the candidate of the culture of the business. If the process is long and arduous and the hiring manager is taking 2 months to make a decision, this reflects poorly on the company and its brand; it is not a good look. And in this market where superior performers are available for no longer than 72 hours, I highly recommend moving quickly.

I am more than familiar with the hoops that candidates have to jump through to get their foot in the door with financial institutions and alike: multiple interviews, psychometric tests, skills tests, background checks, yet another interview and I certainly understand the value of each and every step. The onus is therefore on the hiring manager to move the candidates quickly through each stage and for the recruiter (i.e. yours truly) to keep the candidate motivated and excited about the opportunity throughout the whole process. This is where specialist recruiters can really complement internal teams and make your life a whole lot easier throughout the selection process.

If you need help harnessing and managing star candidates for your organisation, call Lauren Eardley our Specialist Finance Recruiter on 02 9221 6422.

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We’d all like more money. Some of us may even deserve it. 67% of respondents to last week’s online poll said they would like to ask for a payrise.

But how do you go about it with any chance of success?

The most obvious tip for the right way to ask for a payrise is to be able to justify why you deserve one. You have to prove your worth. It is unrealistic to think that a raise is warranted just by you doing the job – that is, after all, what the current pay level covers. And length of time at a company does not automatically entitle you to bid for extra money. You therefore need to give before you get, exceed goals and expectations, and build a reputation of success. 

– Can you clearly articulate what you do, what you have learned, what value you add, where you go above and beyond the bounds of your job description?

– Is the timing good, say, after a positive performance review, or when you have been allocated new duties and responsibilities that perhaps warrant a pay rise?

– Is the company in good financial shape?

– Have you been in your job for more than five minutes?

The following is a list of Do’s and Don’ts from someone in an excellent position to give advice in this area – our Managing Director, Elizabeth Varley:

Do’s

1. Prepare your case: get facts, figures and evidence as to why you deserve an increase and what you will bring to the role in the future.

2. Compare your current salary: research the employment market using similar roles in similar companies as your benchmark.

3. Put yourself in your boss’s position: how would this pay rise affect the salary parity of your co-workers?

4. Be open minded to other solutions and benefit options: these can include flexible work hours, study assistance, career advancement opportunities, further investment in your professional development, etc.

5. Give your boss advance notice: make sure that your boss has the time and is forewarned as to the nature of your discussion.

Don’ts

1. Don’t get emotional: keep the discussion on a business level.

2. Don’t threaten or use arm-twisting tactics: this will only create the wrong impression and result in negativity and resistance.

3. Don’t ambush your boss: make sure that your boss can give you the time and is in the right frame of mind for this discussion.

4. Don’t expect too much: you might deserve a pay rise but your boss’s hands may be tied as to what they can give you.

5. Don’t gossip: this is a private matter between you and your boss. Office gossip will only lead to negative outcomes and you could “shoot yourself in the foot” by blabbing to your colleagues about your intention and the content of your discussions. 

If there is a no or an unsatisfactory outcome …

What should people do if they are only given part of the raise being requested?

– Politely ask whether the situation will be reviewed within the next 3-6 months.

– Ask what responsibilities or professional development you could do to improve your chances for next time.

– Re-emphasise to your manager how much you are enjoying working for your firm, and indicate what you plan to do to demonstrate your eagerness for personal growth.

Also understand your organisation’s constraints; you may think you deserve it, but your company may not currently be in the position to offer you a raise or promotion. Are there any non-monetary benefits the company could offer? If not, and you feel you are consistently working beyond expectations without any prospects of reward in the next 6-9 months, it may be time to consider your options external to the organisation …

[With thanks, as always, to the Challenge Consulting Team for their expert comments and suggestions!]