J imBaxter andChr is Megone, Univers i ty of LeedsForewordbytheBankingStandards Board
EXPLORINGTHEROLEOFPROFESSIONALBODIESANDPROFESSIONALQUALIFICATIONSINTHEUK
BANKINGSECTOR
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ABOUTTHEBANKINGSTANDARDSBOARD
TheBankingStandardsBoard(BSB)isanon-statutory,independentlyledbodyestablishedtohelptoraisestandardsofbehaviourandcompetenceacrosstheUKbankingsector.TheBSBitselfwillnotraisestandardsinbanking;onlybanksandbuildingsocietiesthemselvescandothis.TheBSBcanandwill,however,workwiththosefirmscommittedtoraisingstandardsandprovidetheimpartial,informedandindependentsupportandchallengethatwillhelpthemtoachieveresults.
TheBSBwaslaunchedinApril2015inthewakeofthereportfromtheParliamentaryCommissiononBankingStandards1,andopenedformembershipinJanuary2016.ItsmemberfirmsrangefromthelargestbanksintheUKtothesmallestbuildingsocietyandincludebranchesandsubsidiariesoffirmsheadquartered outside the UK, and their activities span the entirety of the banking sector. Bothbankingpractitionersandnon-practitionersfromoutsidethebankingsectorsitontheBSB’sBoard;non-practitionerscomprisethemajorityofBoardmembers. IfyouwouldliketoknowmoreabouttheBankingStandardsBoard,pleasesee:www.bankingstandardsboard.org.ukorcontactinfo@bankingstandardsboard.org.uk
©BankingStandardsBoard,October2016.Address:75KingWilliamStreet,LondonEC4N7BE|Tel:+44(0)2034409765|Website:www.bankingstandardsboard.org.uk
Allrightsreserved.Ifyouwanttoreproduceorredistributeanyofthematerialinthisreport,youshouldfirstgettheBankingStandardsBoard’spermissioninwriting.TheviewsexpressedinthisreportarethoseoftheauthorsandarenotnecessarilythoseofBankingStandardsBoard.
1http://www.parliament.uk/documents/banking-commission/Banking-final-report-vol-ii.pdf(PCBSVolumeII)
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CONTENTS
1 Summary........................................................................................................................................2
2 Introduction...................................................................................................................................3
2.1 Thecontextfortheresearch..................................................................................................3
2.2 Thedirectionoftheresearch.................................................................................................4
2.3 Researchoutline.....................................................................................................................5
2.4 Structure.................................................................................................................................5
2.5 Definitions..............................................................................................................................5
2.6 Professionalisminbanking.....................................................................................................6
3 Centralfindings............................................................................................................................12
3.1 Headlinefinding:Thepotentialexistsforprofessionalbodiestoplayasignificantroleinraisinglevelsofcompetenceandethicalbehaviourinthebankingsector.....................................12
3.2 Keyissuesforprofessionalbodiesinthebankingsector.....................................................15
3.2.1 Issue1:Thelowprofileofprofessionalbodieswithinthebankingsectorcurrently...15
3.2.2 Issue2:Theneedtoestablish‘goldstandard’statusamongbankingqualifications...16
3.2.3 Issue3:Thefragmentationoftheprofessionalbodysector,includingfragmentationinqualificationsandalackofclearpathwaysandlinkstocareerprogressionwithinfirms...........18
3.2.4 Issue4:Therelationshipbetweenbanksandprofessionalbodies,whichisoneof‘customerandsupplier’ratherthanofpartnersforminga‘communityofinterest’amongbankers 19
3.2.5 Issue5:Thelackofaclearlydefinedroleforprofessionalbodiesbeyondtheprovisionofqualifications............................................................................................................................20
3.3 Table1:Overviewofbanking-relatedprofessionalbodies.................................................23
3.4 Table2:Overviewofqualificationsprovidedbybanking-relatedprofessionalbodies.......30
4 Results..........................................................................................................................................37
4.1 Generalobservations...........................................................................................................37
4.1.1 Theprofileoftheprofessionalbodies..........................................................................37
4.1.2 Themissionandroleoftheprofessionalbody............................................................40
4.1.3 Thecultureofbankingandbanks................................................................................41
4.2 Professionalqualifications....................................................................................................42
4.2.1 Thevalueofprofessionalqualifications.......................................................................42
4.2.2 Thespecificbenefitsofhavingqualifications...............................................................45
4.2.3 Qualificationsandregulatorycompliance....................................................................49
4.2.4 Ageneralqualificationinbanking................................................................................50
4.2.5 Pathwaysandframeworks...........................................................................................56
4.2.6 Areasinwhichqualificationsarelacking......................................................................56
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4.3 Professionalbodyactivitiesbeyondtheprovisionofqualifications....................................58
4.3.1 Overviewofservices.....................................................................................................58
4.3.2 Adviceandguidance.....................................................................................................60
4.3.3 Continuingprofessionaldevelopment(CPD)...............................................................61
4.3.4 Overseeingethicalstandards.......................................................................................62
4.3.5 Thoughtleadershipandnetwork-building...................................................................65
4.4 Theeffectivenessofprofessionalbodies.............................................................................66
4.4.1 Effectivenessindeliveringcompetenceand/orethicalbehaviour..............................66
4.4.2 Effectivenessincontributingpositivelytoorganisationalculture...............................72
4.4.3 Engagementwithfirms................................................................................................74
4.4.4 Fragmentationofthesectorandprospectsforgreatercoordination.........................75
4.5 ThefuturefortheprofessionalbodiesinbankingandtheroleoftheBSB.........................76
4.5.1 TheBSB.........................................................................................................................77
4.6 Professionalbodiesinbankingandacommunityofinterest..............................................80
5 Comparisonswithotherprofessions............................................................................................82
5.1 Results..................................................................................................................................82
5.1.1 Qualificationsandtraining...........................................................................................82
5.1.2 Activeinvolvementofmembers..................................................................................84
5.1.3 Overseeingethicalstandards,anddiscipline...............................................................85
5.1.4 ReportingandWhistleblowing.....................................................................................86
5.1.5 AdviceandGuidance....................................................................................................87
5.1.6 Thoughtleadership.......................................................................................................88
5.1.7 Themissionofaprofessionalbody..............................................................................88
5.1.8 Engagementwithemployers........................................................................................89
5.2 Modelsfromotherprofessionsthatmayserveforcomparison..........................................89
5.2.1 The‘engineering’model...............................................................................................89
5.2.2 The‘hospital’model.....................................................................................................91
5.3 Achievingacommunityofsharedinterests.........................................................................92
5.3.1 Summary......................................................................................................................94
5.4 Tablesofcomparisonsbetweenprofessions.......................................................................96
5.4.1 Table3:Otherprofessions–Keybodiesandroutetoqualification............................96
5.4.2 Table4:Otherprofessions–Continuingprofessionaldevelopmentandoverseeingethicalstandards..........................................................................................................................99
5.4.3 Table5:Otherprofessions–Advice,guidanceandthoughtleadership....................101
6 Bibliography...............................................................................................................................103
AppendixA:Methodology.................................................................................................................105
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A.1 Generalapproach...............................................................................................................105
A.2 Deskresearch.....................................................................................................................107
A.2.1 MaterialssuppliedbytheBankingStandardsBoard......................................................107
A.2.2 Publishedmaterialsfromprofessionalbodies...............................................................108
A.2.3 Documentsfromsearches..............................................................................................108
A.3 Onlinesurvey......................................................................................................................109
A.4 Interviews...........................................................................................................................110
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ABOUTTHEAUTHORS
TheresearchsummarisedinthisreportwascarriedoutandthereportwrittenbyJimBaxterandChrisMegone.JimBaxteristheProfessionalEthicsDevelopmentOfficerattheInter-DisciplinaryEthicsApplied(IDEA)CentrebasedattheUniversityofLeeds.LeadingtheIDEACentre’sKnowledgeTransferactivities,Jimhasprovidedethicalreviewandconsultancyservicesforarangeoforganisations,anddevelopedandruntrainingandcontinuingprofessionaldevelopmentwithprofessionalbodies.Hisresearchinterestsincludeprofessionalandbusinessethics,ethicaldecisionmakingandmoralresponsibility.ChrisMegoneisProfessorofInter-DisciplinaryAppliedEthicsattheUniversityofLeedsandDirectoroftheIDEACentre.Christeachesancientphilosophyandanumberofareasofappliedethicsincludingbusinessethics,medicalethics,andethicsindentistry.Hisresearchisfocusedonmedicalethics,businessandprofessionalethics,moralpsychologyandAristotelianethics.Hehasworkedonthedevelopmentofworkinprofessionalethicswithanumberofprofessionalbodiesinengineering,lawandfinanceandisamemberoftheethicscommitteeoftheRoyalAcademyofEngineering.
ACKNOWLEDGEMENTS
Theworkandexpertiseofanumberofpeoplewentintoshapingtheresearch,andthesecontributionsaregratefullyacknowledged,withparticularthankstoElizabethEllisandKateSkellington-Orr.Theresearchmethodologyandresultswerereviewedatseveralpointsbyasteeringgroup,whichincludedProfessorAndreSpicerofCassBusinessSchoolandAlisonCottrell,MikaelDownandHelenReeveMorrisoftheBankingStandardsBoard.Finally,wewouldliketothankallofthosewhocontributedtothisresearchthroughsurveysandinterviews(andwhosupportedthisworkbyhelpingfitmeetingsandinterviewsintodiaries);wearegratefultoallwhotookpartfortheirgenerositywiththeirtimeandtheiropen,frankandinsightfulcontributions.
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FOREWORDBYTHEBANKINGSTANDARDSBOARD
Thequestionofwhetherbankingisaprofession,anumberofprofessionsorneitherofthese,canbedebatedatlength.Thateveryonewhoworksinbankingshouldbehave‘professionally’inthesenseofdemonstratinghighstandardsofbehaviourandcompetenceis,however,ratherlesscontentious,andself-evidentfromthepointofviewofcustomersandclients.
ThereportoftheParliamentaryCommissiononBankingStandards(PCBS)‘Changingbankingforgood’2foundin2013thatanapparentlackofconstraintsonbehaviourofindividualsworkinginbankinghadcontributedsubstantiallytothefailureswitnessedinthefinancialcrisis.Ithighlightedtheneedtostrengthenindividualaccountabilityacrossthesector,pavingthewayfortheintroductionoftheIndividualAccountabilityRegimes3inMarch2016.ThePCBSalsonoted,however,thatregulatorychangeinisolationwouldbeinsufficient,andthatmoreneededtobedonetoimproveprofessionalstandardsandcultureacrossthesector.Itconcludedthat,whiletheindustrydidnothave‘acrediblesetofprofessionalbodies’4thesebodiescouldplayacrucialroleinadvocating‘astrongdutyoftrust,bothtowardsclientsandtowardsupholdingthereputationoftheprofessionasawhole’5.
FortheBankingStandardsBoard(BSB)–notitselfaprofessionalbody,butestablishedtohelpraisestandardsofbehaviourandcompetenceacrosstheUKbankingsector–thequestionofwhetherandhowqualificationsand/orprofessionalbodiescouldplayastrongerroleininstillingprofessionalismacrosstheUKbankingsectorisofobviousinterest.
Inlate2015,theBSB,therefore,commissionedsomeindependentresearchfromtheInter-DisciplinaryEthicsApplied(IDEA)centreattheUniversityofLeeds.Thisresearchaimedto:
• examinethecurrentuseandperceptionofprofessionalbodiesandqualificationsinbanking,andexplorewhethereitherwerechanginginthelightofregulatorydevelopments,orwouldchangeifthequalificationsperceivedtobeonofferwereanydifferent;
• setouthowprofessionalbodiesinthebankingsectoroperate,andhowthiscompareswithothersectors;and
• explorewhether,fromtheperspectiveofbothfirmsandprofessionalbodies,therewouldbevalueinprofessionalbodiestakingonawiderrangeofroles(again,drawingonexperienceinothersectors).
Thereis,ofcourse,moretodemonstratinghighstandardsofbehaviourandcompetencethanhavingaqualificationorbeingamemberofaprofessionalbody;andwhilethisresearchfocusesonprofessionalbodiesinthesenseofmembershiporganisationsopentoindividualsinbanking,therearealsoanumberofbodiesinthebankingsectorthatprovidetraining(bothtechnicalandethical)butwouldnotthinkoforpresentthemselvesasprofessionalbodiesassuch.Likewise,therearea
2http://www.parliament.uk/documents/banking-commission/Banking-final-report-vol-ii.pdf(PCBSVolumeII)3TheIndividualAccountabilityRegimes(ofwhichtheSeniorManagersRegime,CertificationRegimeandConductRulesformpart)wereintroducedfollowingchangessetoutintheBankingReformAct2013toreplacetheapprovedperson’sregime,basedonthePCBS’recommendationstoimproveprofessionalstandardsandculturewithintheUKbankingindustry.Forfurtherdetails,see:https://www.the-fca.org.uk/improving-individual-accountabilityorhttp://www.bankofengland.co.uk/pra/Pages/supervision/strengtheningacc/default.aspx4PCBSVolumeII,para1305PCBSVolumeII,para135
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numberoforganisationsthateitherdefinebehaviouralstandards,provideexamplesofgoodpracticeand/orotherwiseinfluencethebehaviourorcompetenceofthoseworkinginbankingsuchastheCharteredBanker:ProfessionalStandardsBoard,FICCMarketStandardsBoard,regulators,tradebodiesandinvestors.
Anystepstakentoexplorethefutureroleofprofessionalbodiesmustclearlytakeintoaccountthiswidercontext;andwhiletheyhavenotbeenthefocusofthisresearch,theviewsofanumberofthesetrainingprovidersandotherorganisationsactiveinthisareahavehelpedinformit.
ThereportwhichfollowsprovidesasubstantialbodyofevidenceabouttheroleofprofessionalbodiesandprofessionalqualificationsinUKbanking;drawingtogethertheviewsoffirms,professionalbodiesandtheseotherrelevantandkeystakeholders.Theheadlinefindingisthatthepotentialexistsforprofessionalbodiestoplayasignificantroleinraisinglevelsofcompetenceandethicalbehaviourinthesector.Tofulfilthispotential,thereportidentifiesfivecross-sectorchallengesthatwillneedtobeaddressed.
TheintroductionoftheIndividualAccountabilityRegimesmakesthesechallengesperhapsevenmoresalientandpressing.Insomeotherjurisdictions6andindustries7,theprofessionalstandardsexpectedofrelevantindividualsaresetbyanexternalbody–oftenaprofessionalbodyand/orregulatorybody.IntheUKbankingindustry,andundertheCertificationRegime,nosuchexplicitroleisallocatedtoexternalbodiesandjudgementaboutwhetherornotrelevantindividualsare‘fitandproper’toperformtheirrolerestswithbanksandbuildingsocieties.Asapproachestocomplyingwiththeseregimesareembeddedwithinfirms,thereisthepotentialforprofessionalbodiestocontributesignificantlytoraisingstandardsofbehaviourandcompetenceacrossthesectortherebyenhancingfirms’abilitiestonotonlycomplywiththeregimebutfortheregimetoachievemaximumbenefitacrossthesector.
Theresearchidentifies,however,anumberoffactorsthatmaypreventthishappening.Oneisthedifficultyinjudgingthequalityofthewealthofdifferentbankingqualifications;anotheristhelackofclearpathwaysandlinksbetweenqualificationstocareerprogressionwithinfirms;athirdistheabsenceofqualifications(oratieredframeworkofqualifications)thatgivearecognisedandthoroughgroundinginthefundamentalsofbanking.Theresearchindicates,inalloftheseareas,potentialbenefitsforfirms,professionalbodiesandotherrelevantstakeholdersinworkingtogethertodeveloppragmatic,sector-wide(oracrossrelevantpartsofthesector)solutions.
Qualifications,however,arejustoneaspectoftherolethatprofessionalbodiescouldpotentiallyplayincontributingtohigherstandardsofbehaviourandcompetenceinbanking.Insightsobtainedbylookingattherolesofprofessionalbodiesinothersectorsmakesitclearthatissuesofprofessionalisminotherindustriesareaddressedmorecomprehensively,withamoreholisticapproach–incorporatingdifferentaspectsandrolesfortheprofessionalbodiesinquestion.Whiletheapproachthatisappropriateinoneindustrymaynotbenecessarilydirectlytransferabletoanother,thiscross-sectoralworkcangiveusefulexamplesofhowprofessionalbodiescancontributefurthertohigherstandardsofbehaviourandcompetence,andcansuggestideasastohowthismight–ormightnot–beappliedinbanking.
6SuchastheFinancialPlanningEducationCouncilinAustraliahttp://fpa.com.au/education/financial-planning-education-council-fpec/ortheInstituteofBankingandFinanceinSingaporehttps://www.ibf.org.sg/Pages/Home.aspx7Suchasmedicine,accounting,lawandengineering.
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Professionalbodiesoperatinginbankingarecognisantofsomeoftheissueshighlightedaboveandsomeareundertakingworktoaddressthem.Suchactionsmay,however,beconstrainedbyissuesofcapacityandcoverage.Thesectorishugelyvariedinsize–rangingfromunder4,000memberstoover150,000globally–andoftenfocussedonaveryspecificsegmentofthediversebankingsectorthattheyhavesuccessfullycarvedout,withlittleoverlapfromotherbodies.Theramificationsofthiscanbefoundinallofthechallengeshighlightedbytheresearch;initiativesbyanindividualprofessionalbodyare,forexample,unlikelytohaveasignificantimpactbeyondthatprofessionalbody’smarketsegment,meaningthatcross-sectoralissuesmaybeexacerbatedandopportunitiesmissed.
Collaboration,coordinationand,wherepossible,simplification,therefore,wouldappeartobethekeyingredientsforsuccessinensuringthatprofessionalbodiescanplayasfullaroleaspossibleinraisingstandardsacrossthesector.Alsocrucial,however,isthatanychangeswillrequirethestrongengagementandsupportofboththeprofessionalbodiesthemselvesandthebanksandbuildingsocietieswhosestaffare(ormightbe)theirmembers.
TheresearchundertakenbytheUniversityofLeedsindicatesaninterestandwillingnessonthepartofbothfirmsandprofessionalbodiesinthesectortoexplorewhatmoremightbedonetostrengthenprofessionalisminthesector;inparticular,inthecontextofqualificationsandtheroleofprofessionalbodies.
Tohelpfacilitateconcretestepsinthisdirection,theBSBproposestoestablishasector-wideworkinggroupearlyin2017.ThisworkinggroupwillincludeBSBmemberfirms,professionalbodiesinthebankingsector,othertraining/qualificationprovidersandsubjectmatterexperts.Itwillexplorehowthechallengesidentifiedinthisresearchcanmosteffectivelyandpragmaticallybeaddressed,workinginthiscontextwithotherbodieswithaninterestinthisarea,andwilldevelopproposalsforbroaderconsultation.
Ifyouwouldbeinterestedinbeinginvolvedinthiswork,pleasegetintouchwithus(ideally,by16November2016)[email protected]
Inter-Disciplinary Ethics Applied (IDEA) Centre FACULTY OF ARTS, HUMANITIES AND CULTURES
Exploring the role of professional bodies and professional qualifications in the UK banking sector
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1 SummaryTheresearchsetoutinthisreportexploredwhetherandhowtheroleofprofessionalbodiescouldbestrengthenedinordertopromotehigherstandardsofbehaviourandcompetenceacrosstheindustry.Thisresearchaimedtobuildanevidencebase(withrespecttobothfirms’useofqualifications,andviewsontheroleofprofessionalbodies)toinformpotentialnextsteps.Arangeofviewsweresoughtfromanumberofsources,includingadesk-basedreviewofexistingmaterials,responsestoanonlinesurvey,and53interviewswithindividualsfrombanks,buildingsocieties,professionalbodies(bothwithinandoutsideofbanking)andotherkeystakeholders.
Theheadlinefindingisthatthepotentialexistsforprofessionalbodiestoplayasignificantroleinraisinglevelsofcompetenceandethicalbehaviourinthesector.
Thereare,however,fivekeycross-sectorchallengesthatneedtobeaddressedifthispotentialistobefulfilled:
1. Thelowprofileofprofessionalbodieswithinthebankingsectorcurrently:Thegeneralviewacrossbanksandbuildingsocietieswasthatprofessionalbodies,andinparticularthequalificationsonoffer,havepoorvisibilityandarepoorlyunderstood,andthereisnotaconsistentviewacrossthesectorthatprofessionalbodiesareplayingavaluablerole.
2. Theneedtoestablishbankingqualifications,oratieredframeworkofqualifications,whichgive(andarerecognisedtogive)athoroughgroundinginthefundamentalsofbanking:Therewasabroadconsensusthatqualificationsinbankingfundamentals(bothonentrytotheprofessionandathigherlevelsasresponsibilitiesincrease)wouldbevaluableanddesirableforemployers,employees,regulatorsandwidersocietyindelineatingthecorecompetenciesrequiredofaroleinbanking.However,therewasanequallyclearconsensusamongbanksandbuildingsocietieswhoweresurveyedthatsuchqualificationsdonotcurrentlyexist.
3. Thefragmentationoftheprofessionalbodysector,includingfragmentationinqualificationsandalackofclearpathwaysandlinkstocareerprogressionwithinfirms:Thereareovertwentybodieswhoprovidearangeofprofessionalbodyservicestothesector,offeringaplethoraofqualifications.Whilethereisrelativelylittleoverlapbetweenthem,banksandbuildingsocietiesfindithardtogetaclearviewontherangeofqualificationsavailable,thepathwaysbetweenthemandtojudgetheirrelativemerits.
4. Therelationshipbetweenbanks/buildingsocietiesandprofessionalbodies,whichisoneof‘customerandsupplier’ratherthanofpartnersforminga‘communityofinterest’:Thecurrentrelationshipbetweenbanks/buildingsocietiesandprofessionalbodiesdrivesanimbalanceofpowerbetweenthetwopartiesinthisrelationship,whichpotentiallylimitstheprofessionalbodies’abilitytoactasgenuinepartnerorganisationstofirms,providingbothsupportandconstructivechallenge,particularlyonissuesofethics.
5. Thelackofarecognisedandclearlydefinedroleforprofessionalbodiesbeyondtheprovisionofqualifications:Whileitappearsthatthebanksandbuildingsocietiescurrentlyseebankingprofessionalbodiesasprimarilypurveyorsofqualifications,theprofessionalbodiesthemselvesreportedthattheywouldliketobevaluedforabroaderrangeofactivities.Despitethis,therewasastrongperceptionamongstrespondentsfrombanksandbuildingsocietiesthatprofessionalbodiesdonotcontributemeaningfullytoraisingethicalandbehaviouralstandards.
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2 IntroductionThisreporthasbeenpreparedbytheInter-DisciplinaryEthicsApplied(IDEA)CentreattheUniversityofLeeds.ItsummarisestheresultsofaresearchprojectthatwascarriedoutbetweenNovember2015andMay2016,inpartnershipwiththeBankingStandardsBoard.
Inthisintroductionwewillsetoutfirstthecontextforthisspecificpieceofadditionalresearch,andthegeneraldirectionindicatedbythefindingsofthatresearch.Thenwewillbrieflyoutlinethemethodologicalnatureoftheresearchandsetoutthegeneralstructureofthereport.
2.1 ThecontextfortheresearchFollowingthefinancialcrisisof2008-9,andtheperceivedroleofthebanksandbuildingsocieties8asatleastoneofthecentralpartiestothatcrisis,theParliamentaryCommissiononBankingStandards(PCBS)in2013-14,andthenSirRichardLambert’sBankingStandardsReviewin2014,consideredwhatmightbedonetoaddresssomeoftheissuesintheindustrythathadcontributedtotheirfailingsinthecrisis.
OneresultofthesedeliberationswasthesettingupoftheBankingStandardsBoard,witharemittopromotehighstandardsofbehaviourandcompetenceacrosstheUKbankingindustry.ThecurrentresearchaimstoinformthatactivitybyexploringinmoredetailsomesuggestionsmadeinthePCBSandLambertreportsastohowstandardsmightberaised,inparticularapossibleroleforprofessionalisationaswellasregulation.
Ontheregulatorysideagooddealofthoughtandenergyhasbeendevotedtoputtinginplacearevisedregulatoryframeworkfortheindustry.However,theregulatorshavethemselvesrecognisedthelimitsofregulationinaddressingmattersofculturewithinthebankingsector.Asoneofourinterviewees(fromafirm)putit:‘Upuntilnowtheyhavebeenpolicing…….whichisarolethatwasprobablyrequiredgiventhat….we’dgoneofftherails.[Sowehave]beendisciplinedandbrought
backinagain.ThesignsthatI’mnowseeingfrommyinteractionwithsomeoftheregulators,[are]
thatthey’re…startingtoshiftabit[towardsprofessionalisation]whichis,“youknowwhat,wecan’t
policeyouonabsolutelyeverysinglepersonforeveryminuteofeveryday.That’syourjob,
organisation.”’
Atthesametime,evidencetothePCBS,andthentoLambert,frombothbanks/buildingsocietiesandprofessionalbodies,hadsuggestedapossiblerolefortheprofessionalbodies,asonewaytosupplementthecontributionofregulation.
ThustheCertificationRegime(CR)hasnowputinplaceanenvironmentthatmightbeacatalystforapositivechangeinlevelsofbothtechnicalcompetenceandethicalbehaviour.And,inlinewiththesesuggestionsinPCBSandLambert,thismayrepresentanopportunityforprofessionalbodiestomakeacontribution.However,thereisariskthatthisopportunitycouldbemissedifitisnottakenupintherightway.
8Asthetitleindicatesthefocusofthisreportisonprofessionalismacrossthebankingsector,andtheterminologyofthereportoftenrefersexplicitlytobothbanksandbuildingsocieties.Howeverwhereverforstylisticreasonsonly‘bank’or‘banking’isusedthewholesectoristobeunderstoodunlessthereisanexplicitdistinctiondrawnatthatpointbetweenthetwopartsofthesector.
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InthecontextofboththePCBSandLambertreportsandnowtheactionofregulators,ourresearchaimstotakeastepbackinthinkingabouthow(orif)professionalbodiescouldstepuptoproducebetteroutcomesforbanksandbuildingsocieties,andtheindividualsemployedbythem.
2.2 ThedirectionoftheresearchTheresearchconfirmsthatprofessionalbodieswanttoplayagreaterroleinthesector.Italsoindicatesthatbanksandbuildingsocietieswouldwelcomethemdoingso.Theindustryrecognisesthatthereareissuesthatneedaddressinganditcanseethateffectiveprofessionalbodiesmighthavearoleinaddressingthem.However,theresearchalsoshowsthatthefirmsperceivethatthereexistseveralbarrierstoaneffectiveinterventionbyprofessionalbodies,andsomeoftheseperceptionsareendorsedbytheprofessionalbodiesthemselves.Thesebarriersincludeahighdegreeoffragmentationamongsttheprofessionalbodies,alowprofileforthebankingprofessionalbodies,andagreateremphasisbyprofessionalbodiesontechnicalcompetencethanonmattersofethicsandculture.AndpartlyforthesereasonsthefirmsdonotseetheprofessionalbodiesasprovidinghelpfulsupportwithregardtoaddressingthedemandsoftheCertificationRegime.
Inthelightofthesebarriersthereisasignificantriskthatthecurrentopportunitymaybemissedifthereisonlyunilateralactionbyindividualprofessionalbodies,witheachbodypushingout‘products’withoutsufficientthoughttotheoutcomesthesectorwouldwant.Theriskhereisthatthiswillonlyincreasefragmentationandclutterinwhatisanalreadyclutteredspace,compoundingtheindustry’sdissatisfactionwithwhatprofessionalbodiescanoffer.
Theidentificationofthesebarriersandassociatedrisksjustifiesaneedtoexamineapotentialcoordinatedresponsefromtheprofessionalbodysector.Inparticular,whatmaybeneededfrombankingprofessionalbodies,atleastintheeyesoftheindustry,isamoredevelopedandambitiousvisionoftheirroles,especiallyintermsofhowtheycancontributetoenhancingtheethicsandcultureofthefirmsinwhichtheirprofessionalmemberswork.Indevelopingsuchavisionourresearchpointstothevalueofcomparisonswithprofessionsinothersectorswhichcanprovidepointerstowardsinstancesofgoodpractice.
Oneparticularissuemaybethatfromthefirms’pointofviewitisnotmorequalificationsbutgold-standardqualificationsthatareneeded.Herethereisa‘chickenandegg’problem:professionalbodiesneedtoimprovetheirqualificationsto‘goldstandard’togetbuy-infromtheindustry,butoneoftherequirementsforqualificationstohavegoldstandardstatusisthattheybetakenseriouslybythefirms.Itmightbethatthereisarolehereforanumbrella/canopybodytohelpovercomethis‘chickenandegg’problem.Thiscouldinvolvethecanopybodyhelpingtocoordinatetheactivitiesoftheprofessionalbodies,andsetexternalstandardsforthemtoachieve,whilstsimultaneouslypromotingthosebodies(suitablyaccredited)totheindustry.Theinterviewswithbothfirmsandprofessionalbodieslentsupporttothisidea.
Onthisviewoftheroleofprofessionalbodiesinprofessionalisation,thecanopybodycouldactwithbothprofessionalbodiesandfirmstoaddresssomeofthebarriersnotedabove.Itcouldhelptobringaboutcoordinationratherthanfragmentation,contributetoqualitycontrol(possiblyinvolvingsomeauditingroleaswell),andnudgebothfirmsandprofessionalbodiesintomoreeffectiveinteraction.
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2.3 ResearchoutlineInverybroadoutline,theresearchhadthreestages:
Aninitial,desk-basedresearchstage:asurveyofrelevantliteratureaimedatgaininganunderstandingofthestateofplaywithregardtoprofessionalisminbankingandatdefiningthebackgroundagainstwhichthefurthertwostagesoftheresearchwouldtakeplace.
Anonlinesurveystage,takinginbothfirmsandbanking-relatedprofessionalbodies,aimedatidentifyingbroadtrendsintheirviews.
Aninterviewstage,takinginmorein-depthviewsfrom(a)banksandbuildingsocieties,(b)banking-relatedprofessionalbodies,(c)non-banking-relatedprofessionalbodiesand(d)otherimportantstakeholdersinthefinancialservicessector.
ThemethodologiesforthethreestagesaresetoutinAppendixA.Resultsfromthesethreedistinctstagesarepresentedalongsideeachotherinthemainbodyofthereportforeaseofinterpretation.Wehavepulledoutasetofcentralfindings–aheadlinefindingandfivekeyissues–whichwethinkrepresentthemostimportantthemesarisingfromtheresearch.
2.4 StructureInwhatfollowswebeginbyprovidingsomedefinitions,forthepurposesofthisreport,ofkeytermsrelatedtoprofessionsandprofessionalism.Wethensetoutthereport’sheadlinefindingandidentifyfivekeyissuesthatneedtobeaddressedinrelationtothatheadlinefinding.Inthefollowingsectionwesetoutthedetailedresultsoftheresearch,whicharepresentedthematically--firstwithrespecttoviewsfromthefirmsandthebankingprofessionalbodiesandthenwithrespecttotheresultsfromourinterviewswithnon-bankingprofessionalbodies.Inevitablytherearesomeoverlapsbetweenthethemes,butwehaveendeavouredtocross-referwherequotesarebeingusedintwocontexts.
Followingthislattersection,weoutlinetwomodels(fromotherprofessions)fortherelationbetweenprofessionsandthesectorinwhichtheyoperate,thecanopymodelandthehospitalmodel.Wealsodrawontheresultsfromnon-bankingprofessionalbodiestodevelopthenotionofaprofessionalbodyasacommunityofinterest,whichmayalsobeofuseinenvisagingtheengagementofbankingprofessionalbodieswiththeirindustry.Finally,weprovideabriefsummaryconclusion.
2.5 DefinitionsInordertoresolvepotentialambiguitiesinthewaysomeofthecentralideasintheresearcharedescribed,itwillbeusefultosetoutsomedefinitionsofkeyterms,astheywillbeusedinthisreportandintheresearchgenerally.
TheEnglishword‘professionalism’carriesconsiderableambiguityandcanbeunderstoodinseveralsenses(seethenextsectionforadiscussionofsomeofthese).Thefocusofthisresearchisnotprimarilyonwhetherbankingis,orshouldbe,‘aprofession’,butratherontheextenttowhichthevariousstructures,institutionsandattitudesthatcharacterisetheestablishedprofessionsareinplace,whethertheycouldbeputinplace,andwhateffectthismighthave.Inordertoavoidambiguity,wehaveusedtheterm‘professionalisation’torefertothestateofthesestructures,institutionsandattitudesbeinginplace,andtotheprocessofputtingtheminplace.
Professionalstandardsincorporatebothethicalstandardsandstandardsof(technical)competence.Ethicalconsiderationsapplytostandardsofcompetence,becauseclientsandthe
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publichavearighttoexpectthatprofessionalsadheretostandardsofcompetenceaswellastoethicalstandards.However,wetakeethicalstandardstobedistinctfromstandardsof(technical)competence.
Secondly,therearealsoambiguitiesaroundtheuseoftheword‘standards’,andwehaveappliedthefollowingdefinitionsinordertoavoidtheseambiguitiesasfaraspossible.
Ethicalstandardsaretheethicalnormsapplyingtothebehaviourofprofessionals,includingsuchconsiderationsasthepropertreatmentofclients,thepublicinterest,honesty,integrity,confidentiality,responsibilityandsoon.
Standardsofcompetencearethenormswhichapplytothetechnicalknowledgeandskillpossessedbytheprofessional.
Whenreferringtothecompetenceorethicalbehaviourthatiscurrentlytobefoundinthesector,asdistinctfromthenormsthatapplytothatcompetenceorethicalbehaviour,wehaveusedthetermslevelsofcompetenceandlevelsofethicalbehaviour.
Finally,ourresearchtookinalargenumberofprofessionalbodiesandinordertomakesenseoftheresultsitwasnecessarytoplacethemintocategories,accordingtotheextenttowhichtheyareinvolvedinandfocusedonthebankingsector.Wehaveusedthefollowingtermstorefertothesecategories:
Bankingprofessionalbodiesarethosebodies,eitherallofwhosemembers,orthegreatmajorityofwhosemembers,workinthebankingsector.
Banking-relatedprofessionalbodiesarethosebodieswhichhavesignificantnumbersofmembersworkinginthebankingsector.Thiscategoryincludesthebankingprofessionalbodies,butalsoincludesanumberofbodies,onlyaminorityofwhosemembersworkinbanking,butwherethisminoritystillrepresentsasignificantportionoftheirmembership.
Non-bankingrelatedprofessionalbodiesarethosebodieswitheithernomembersinbanking,oronlyaverysmallminority.Theyareincludedinthisresearchnotbecauseofanyinvolvementtheymayhaveinthebankingsector,butforthepurposesofprovidinginsightsintootherprofessionsasacomparisonfromwhichlessonsmightbelearnedandappliedinbanking.
2.6 ProfessionalisminbankingTheclaimthat‘professionalisminbankinghasbeenindeclineintheUK’couldbeinterpretedinanumberofdifferentways,becausetheword‘professionalism’inEnglishhasanumberofrelatedbutdistinctmeanings.Arelativelysimplesenseofprofessionalismistheoneweareemployingwhenwetalkofsomeone‘doingaprofessionaljob’or‘actingprofessionally’.Really,anyoneengagedinanykindofworkcouldbedescribedasbeingprofessionalinthissenseand,conversely,couldbeaccusedofbeingunprofessional.A‘professional’plumber,takeninthissense,turnsupontime,takesprideinthequalityofthework,doesnottrytochargemorethanisreasonable,andtidiesupwhenthejobisdone.Anunprofessionalactordoesnotlearnhislines,ormisseshisentrancebecauseheisinthetheatrebar.‘Beingprofessional’,inthissense,isessentiallyamatterofdoingthejobwell,ofnotfallingshortofthebasicstandardsthatareexpectedofsomeonedoingthatjob.
Asecondsenseofprofessionalismgoesbeyondthis,byidentifyingoneofanumberofspheresofpaidactivitythatarequalitativelydifferentfromordinaryjobs.Thesespheresofactivityarecharacterisedbyanumberofdifferentaspectsoftheworkitself,oftheknowledgeandskillsrequiredtodothejob,andoftherelationshipsinvolved.Classically,professionalworkinthissenseinvolvesarelationshipbetweenaprofessionalandaclient,whichischaracterisedbyanasymmetry
7
ofknowledgeandunderstandingbetweenthetwoparties,apotentialfortheworktohaveaprofoundimpactonthewellbeingoftheclient(andperhapsalsoonthewiderpublic)andacorrespondingneedfortheclient(andthepublic)toplaceahighdegreeoftrustintheprofessional.Peoplewhoseethemselvesasprofessionalinthissensewillhaveasenseofresponsibilitytotheirclientswhichgoesbeyondthatinvolvedinamerelytransactionalrelationship,requiringthattheprofessionalactinthebestinterestsoftheclient,andshowsensitivitytootherethicalnormswhichthenatureoftherolemakesparticularlypertinent.Theywillalso,ideally,haveasenseofawiderresponsibilitytothepublicinterest,bornofanunderstandingofthesocialpurposeoftheirwork.
Athirdsenseofprofessionalismappliestoareasofworkwhich,becausetheyhavethecharacteristicsnotedabove,havecertainstructuresinplaceinordertobetterservethepublicinterestandjustifythepublic’strust.Thecentralorganisationinsuchprofessionsistheprofessionalbody.Thisbodyusuallyhassomeroleinregulatingtheprofession-thoughtheremayalsobeaseparateregulatorybody-byoverseeingacodeofethicsanddiscipliningthosewhobreachthecode.Theywillalsohavearoleinsettingthecriteriaforentrytotheprofession(forexamplethroughoverseeingoraccreditingprofessionalqualifications),settingrequirementsforprofessionalstokeeptheirknowledgeandskillsuptodatethroughcontinuingprofessionaldevelopment(CPD),oftenprovidingadviceandguidanceontechnicalandmorebroadlyprofessionalmatters,andplayingathoughtleadershiprole,speakingonbehalfoftheprofessionandarticulatingwhatisatthecuttingedgeofthinkingontechnicalandmorebroadlyprofessionalissues.
Ithasbecomeawidelyheldviewthatprofessionalisminthebankingsector,atleastinthesecondandthirdsensesabove,andperhapsalsointhefirst,hasbeenindeclineforsometime.IntheirsubmissiontotheParliamentaryCommissiononBankingStandards,theIFSSchoolofFinancenotedthat:
Untiltheendofthe1980stherewasanimportantunderstandingthatifsomebodywasseriousaboutacareerinabank,he/shewouldhaveto‘dotheirbankingexams’.[...]Takeupoftraditionalbankingqualificationshasslumpedinthelast20+years.9
Manyofourparticipantsexpressedsimilarviews,andnotedthechangethattheyhadwitnessedasthebankingsectormovedfromacultureinwhichpossessionofabankingqualificationwasthenormtooneinwhichitwastheexception:
ThereusedtobesomethingcalledtheCharteredInstituteofBanking[sic]onLombardStreet
andyouhadtogettoanassociatelevelwithinthefirstfewyearsofyourcareertobeableto
standahopeofactuallybecomingabankeranddoingwhatbankersdo.AndIthinkthat
initialthreetofour-yearperiodwhereyouhadtositexams…infundamentalareasthat
franklyyououghttounderstandbeforeyoudoanysortofbanking…Ithinkmaybethe
bankingindustrylostitssenseofpurposeandtookitseyeofftheballinthat…Idon’tthink
thatearlystagerecognitionofwhatyouhadtodotoqualifytobecalledabanker[hasbeen
as]prevalentinperhapsthelastfifteentotwentyyears.Andthat’sarealshame.
Anintervieweefromabankorbuildingsocietymadeasimilarcomment:
Ithinkit’sprobablyfairtosayifwegobacktowhenIjoinedtheindustry26-27yearsago,it
wasexpectedtoactuallydoyourbankingexamsifyouwantedacareer.Ifyoujustwantedto
comeinanddoagoodjob,andgohomeat5o’clock,thenit’sfine,butifyouactually
wantedtogotooperationsandmanagement,thenitisexpected.
9PCBSVol.2,p.295.
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Anotherintervieweefromabankorbuildingsocietyexplained:
Thatwasthethingyoudid.Ifyouwantedtoprogressupthemanagementstructureyouhad
togetthatprofessionalqualification.Isuspectthatstartedtodisappearprobablyinthe
early-tomid-nineties.Itbecamelessandlessimportantforpeopletohavethatprofessional
qualificationanddisappearedIguesscertainlybytheendoftheninetieswhenitjustwasn’t
anissuethatpeopletalkedabout.Therewerethreeprincipalreasonsthathappenedinmy
mind.Thefirstwasthatbuildingsocietieswereaping[copying]thebanks.Theythoughtthat
wastheroutetosuccess…aswesawwithanumberofexamplesitwasn’tnecessarily.Banks
seemtothinkthatyoudon’tneedtobeprofessionallyqualifiedtomakelotsofmoneyand
sellthingstopeople.Itallbecameaboutsales…andgrowthandprofitetc.
Theinterviewee’sthirdreason,whichalsoreflectedtheviewofsomeotherinterviewees,washis/herperceptionthatsomeprofessionalbodieshadmovedawayfromafocusonprovidingprofessionalqualificationsto“sellingproducts”.
TheCharteredBankerInstituteinitssubmissiontotheLambertreport10likewiselistedanumberofexplanationsforthedeclineintheprofileoftheprofessionalbodies,includingageneralchangeinbankingculturefromstewardshiptosales;increasingcareerspecialism,whichhasresultedinfewergeneralistbankerswithall-roundexperience;greateruseoftechnology,whichhasreducedthedemand(thougharguablynottheneed)forprofessionaljudgment;andthesearchforcostefficiencies,forexamplebyoutsourcingactivitieslinkedtocustomerserviceandoutcomes.Thereisalsoawidespreadperception(exemplifiedbytheinterviewquotationabove)thatbankers’abilitytorecogniseandrespondtoethicalissuesastheyarisehasalsobeenindecline.Thismaybeaneffectofthedeclineinprofessionalisation(lackingthepropertrainingandmembershipofaprofessionalbody,bankerslackasenseofthemselvesasprofessionalsandhencelackethicalawareness)oracause(thesenseofbankingasanethicalpracticehasdeclined,andinterestinprofessionalbodieshasdeclinedasaresult)orboth.
AparticularlyillustrativeexampleofthelinkbetweenprofessionalisationandethicalbehaviouristhatofPaymentProtectionInsurance(PPI)mis-selling.PPImis-sellingwasneitherintheclient’sinterestnorinthepublicinterest.Thosedirectlyinvolvedinthepracticewereoftendoingsoinresponsetoverychallengingsalestargetswhichwouldhavebeendifficultifnotimpossibletoachievewithoutmis-selling,buttheyhadnocountervailingincentivewhichmighthavepromptedthemtoputonthebrakes.Moreover,thePCBSreport’sanalysisofthePPIscandal11suggeststhatseniorfiguresinbankswere‘indenial’aboutboththeextentandtheunacceptabilityofmis-selling.Iftheyareeffective,professionalbodiescanmakeethicalresponsibilitiessalienttotheirmembersinawaythattheywouldnotbeiflefttotheirowndevices.OnemajorargumentinfavourofprofessionalismisthatscandalssuchasPPImighthavebeenmitigatedorevenpreventedifthoseinvolvedhadbeensubjecttoprofessionalrequirements,hadreceivedprofessionaltraining(asopposedto‘salesandcompliancetraining’12)andhadthoughtoftheirdutiesintermsofstewardshipratherthansales.
10Lambert(2014),p.23.11ParliamentaryCommissiononBankingStandards(2013),pp.88-95.12InternationalAcademyofRetailBanking(2014),p.2.
9
Thestoryofdeclinenotedabovemightappeartopaintasomewhatdepressingpictureaboutprofessionalisminbanking.However,thismustbesetagainstasenseofgrowingmomentumaroundtheideathatprofessionalisationrepresentsanimportantmeansbywhichlevelsofcompetenceandethicalbehaviourmightberaisedinthebankingsector.ThismomentumwasnotedintheParliamentaryCommissionreport,whichconcludedthat,‘Poorstandardsinbankingandthepublic’sresponsetothemhavegeneratedanimpetuswithinthebankingindustrytomakeproposalsforprofessionalbankingstandards,’andthat,‘thisimpetusiswelcomeandmustbeharnessed.’13
13PCBS(2013)p.306
Whatisaprofession?
Anareaofworkknownasa‘profession’typicallyhassomeorallofthefollowingcharacteristics:
1. specialisedskillsandknowledge
2. acentralrelationshipbetweentheprofessionalandtheclient,includingaresponsibilityfortheprofessionaltoactintheclient’sbestinterests
3. anasymmetryofknowledgebetweentheprofessionalandtheclient
4. thepotentialforsignificantimpactuponindividualclientsand/orwidersociety
5. acrucialrolefortrustfrombothclientsandthepublic,andthereforeaneedfortheprofessionaltojustifythattrust
6. asocialpurpose,oftenexpressedinpartintermsofadutytoactinthepublicinterest
7. aperiodoftrainingandstudyrequiredtoentertheprofession,whichisthenongoing
8. somedegreeofself-regulationbyaprofessionalbodywhichsetstechnicalandethicalstandardsandoverseesmembers’adherencetothem
9. acodeofethics
10. identificationbyaprotectedterm(e.g.doctor,barrister)
Thereisanongoingdebateaboutwhetherbankingshouldproperlybeconsideredaprofession,anditisoutsidethescopeofthisprojecttoanswerthisquestion.However,oftheabovecharacteristics,some(e.g.1,4,5)clearlyapplytobanking,oratleasttosometypesofbanking,some(e.g.10)donotapplytobanking,andsomemaycertainlyapplytosomeaspectsofbanking,ifnotall(e.g.2and3).Inmostoftheothercasesitisperhapsatleastanopenquestionwhethertheyshouldapply.
Points1-6areaspectsofthenatureofthework,whereaspoints7-10arefactsaboutthewayaprofessionisstructuredandregulatedasaresultof,orinresponseto,thenatureofthework.Withoutseekingtoanswerthequestionofwhetherbankingisaprofession,itcouldbeaskedwhethersomeorallofthestructuralandregulatorypointswouldbejustifiedbythosepointsaboutthenatureoftheworkwhichdoapply.Ifso,thenprofessionalisationinsomeorallofthesewaysislikelytobeafruitfulapproachinbanking.
10
Theviewthatprofessionalismisanimportantdriverofbothcompetenceandculture,andeventhatitmaybethekeytorestoringstandardsinthebankingsector,iswidespreadbothwithinandoutsidethesector.ThisviewwasexpressedstronglybytheInstituteforCharteredAccountantsinEnglandandWales(ICAEW)intheirsubmissiontotheParliamentaryCommissiononBankingStandardsundertheheading‘bankingmustbecomemorelikeaprofession’:
Webelievethattheprofessionalmodelisneededtorestorepublictrustinbankingandisarealisticambition,butthatbankinghasbecomemoreaggressivelycommercialandasaresult,professionalismhasbeeneroded.Theprofessionalmodelrecognisesthatthereisapublicinterestinhighstandardsofcompetenceandbehaviourincertainactivities,particularlythoseinvolvingservicesbasedonspecialistexpertise.Althoughbankinghasnotbeenseenasaprofessionforsometime,itsharesthesecharacteristics.Furthermore,itshouldbeintheenlightenedself-interestofprofessionstostriveforthehigheststandards,becausethatleadstobetterlong-termdecisionsandmoresustainablebusinessesduetobettercustomersatisfactionevenifitreducesshorttermprofitability.Toachievethisinbankingwillrequirecollectiveaction.14
Ourinterviewswithnon-bankingprofessionalbodieswerealsocharacterisedbyenthusiasmforthe‘professionalmodel’anditscapacitytoraiselevelsofethicalbehaviourinbanking.SeveralintervieweesexpressedinterestintheworkoftheBankingStandardsBoard(BSB)inthisregardandadesiretobekeptinvolvedinthefuture,shouldtheBSBdecidethatprofessionalisationisthewaytogo.Furthermore,theUK’sprofessionalbodysectorcontainsahugeresourceofintellectualcapitalandexperience(notlimitedtothosebodiesweinterviewedaspartofthisresearch),onwhichtheBSBcandraw.Theintervieweesfrombanking-relatedprofessionalbodies,fortheirpart,wereawarethatprofessionalismandtheprofessionsareonthegovernmentalandregulatoryagenda,andshowedakeeninterestintheworkoftheBankingStandardsBoardinthisregard.Oneofourintervieweesfromabankingprofessionalbodystatedthattheirprofessionalbodywasmovingfrombeingatrainingprovidertobeingaprofessionalbodyinthefullestsense:
Intheearlyyearswewerepredominantlyanorganisationthatawardedqualificationsand
training.Butbecauseofchangesintheindustry,thefocusverymuchmoreonongoing
learningandCPDandsoon,we’vechangedverymuch.Weanticipatethatourmembership
willprobablytripleorquadrupleinthenextyear.
Abankorbuildingsocietyintervieweecommented:
Ithinkifit[thebanking/buildingsocietysector]doesn’tnow[suggestagreaterrolefor
professionalbodies]itneverwill,afterwhat’sbeengoingoninthelastfewyears.
Itwillbeinterestingtoseewhethertheseandotherpredictionsofincreasedprofessionalisationinthebankingsectorarefulfilled.Theredoesappeartobeacertainmomentumcurrently.However,withoutconcertedactiontosustainandcapitaliseonthismomentum,itisunlikelytolastindefinitely.
TheresearchsummarisedinthisreportcontainsinformationthatwehopewillbeusefultotheBankingStandardsBoardinfulfillingitsownroleintakingtheprofessionalisationagendaforward.
Ourheadlinefindingisthatthepotentialexistsforprofessionalbodiestoplayasignificantroleinraisinglevelsofcompetenceandethicalbehaviourinthesector.However,alotofgroundhastobe
14ICAEW(2014),p.2.
11
coveredbeforesignificantresultsarelikelytobeseen,andthereareanumberofkeyissuesthatwillneedtobeaddressed.Wehavesummarisedtheseunderfiveheadings:
1. Thelowprofileofprofessionalbodieswithinthebankingsectorcurrently.
2. Theneedtoestablish‘goldstandard’statusamongbankingqualifications.
3. Thefragmentationoftheprofessionalbodysector,includingfragmentationinqualificationsandalackofclearpathwaysandlinkstocareerprogressionwithinfirms.
4. Therelationshipbetweenbanksandprofessionalbodies,whichisoneof‘customerandsupplier’ratherthanofpartnersforminga‘communityofinterest’amongbankers.
5. Thelackofaclearlydefinedroleforprofessionalbodiesbeyondtheprovisionofqualifications.
Inthenextsectionwesetoutinmoredetailwhatwemeanbyeachofthese,withexamplesfromtheresearch.
12
3 Centralfindings3.1 Headlinefinding:Thepotentialexistsforprofessionalbodiesto
playasignificantroleinraisinglevelsofcompetenceandethicalbehaviourinthebankingsector
Wespokeextensivelytorepresentativesofbanksandbuildingsocietiesandofprofessionalbodies.Wefoundthat,althoughtheprofessionalbodiesinbankingcurrentlyhavealowprofile(seeissue1below)andanumberofproblemswhichwillneedtoberesolved,therewasgeneralagreementthatprofessionalbodieshaveanimportantroletoplay.Therewerealsosomefairlyclearideasaboutwhatneedstobeputinplaceinorderfortheprofessionalbodiestobecomemoreeffectiveinplayingthatrole,butrecognitionthatthiswilltakesomeeffortandcaretogetright.
Asonerespondentfromabankorbuildingsocietysaid:
Itdependsonwhatreally.Theyneedtoclearlymeetthedemandsideofneedfrom
individualswithinbanksandbuildingsocietiesandtheorganisationspossiblyultimately
payingforthose.Thatmightbeintheformofqualificationsoritmightbeintheformofa
softersenseofbelonging.ThroughtheoutlookofCPDorjustfunctionalnetworkingand
understandingbestpracticesacrossthesector.Ithinkthereisdefinitelyarolefor
professionalbodieswhichcouldpossiblybeenhanced.
Therewasaconsistentcallfrombankandbuildingsocietyrepresentativesfora‘goldstandardqualification’inbanking(seeissue2below).Clearlythisimpliesthatsuchaqualification(orsetofqualifications)doesnotexistcurrently.However,althoughtherewassomedissatisfactionwithinbanksandbuildingsocietiesaboutthestandardofqualificationscurrentlyavailable,themainmessagefromtheseinterviewswasthatthemarketinbankingqualificationsiscurrentlyfragmentedtotheextentthatbanksandbuildingsocietiesfinditdifficulttojudgethequalityofbankingqualifications,oreventounderstandwhatisonoffer(seeissue3below).
Asoneintervieweefromabankorbuildingsocietysaid:
That’sdisappeared,yeah[workingtoaparticularprofessionalqualification].Becausethe
routethroughisnowsocomplex,it’snotreallysomethingthatpeoplehavealookatvery
much……
…...BecauseIbecameverydisenchantedwithwhatwasonofferfrom[nameofprofessional
body],weusethemforthosequalificationswehavetousethemfor….Thenforourother
peoplewe’retendingtoputthemthroughmorepracticalbaseddevelopmentlikeNVQs
[NationalVocationalQualifications].
Anotherintervieweefromabankorbuildingsocietycommented:
BecauseI’mprettysurethatall19ofthem[professionalbodiesinthebanksandbuilding
societiessector]areforsomething.Theyarebespokeandusefulandadditiveintermsofan
individual’sskill-set.Butweasanorganisationcan’tvalidateall19ofthem,otherwisethat
wouldbesomeone’slife’sworktodoso.
Manyofourintervieweeslookedbackonthedayswhenbankingqualificationswereanexpectationforanyonewhowishedtoworkinbanking,asaneraofgreaterprobityandtrust.
ThesectormaynowhaveadvancedanddiversifiedtothepointwhereasinglebankingqualificationmodelledontheoldCharteredInstituteofBankersqualificationsisnolongerappropriate.However,
13
theredoesappeartobeageneralsensethatsomethingvaluablehasbeenlosthere.Morefundamentalthanaqualificationassuch,whathasbeenlostisperhapstheexpectationthatbankerswillneedtodemonstrateasolidgroundinginthefundamentalsofbankingiftheyaretoprogressintheindustry.
Asaseniorintervieweefromabankorbuildingsocietysaid:
AndI’mabit…old-schoolbecauseIthinkthatthe[situation]asusedtobe[with]the
CharteredInstituteforBankers’exams,takingpeoplethroughthat,justgettingthevery
basicsofunderstandingwhattheirjobis,butmorethanthat,agoodunderstandingof
balancesheets,profitandlossaccountsandallthosethingsthatgotodeliveringsound
understandingofhowabusinesslikeoursisstructured.Ithinkit’saveryimportantpieceof
armourythatpeopleshouldhave.
Areinstatementofthisexpectation,albeitonamodelthatreflectstheneedsofthemodern,diversesector,islikelytofindconsiderablesupport,particularlyamongseniorbankers.Note,however,thatthecapacityforsupportofthiskindislimitedbythepresenceofpeopleinthesectorwhoremembertheoldregime.Whentheseseniorbankershaveretired,re-establishingprofessionalisationinthesectorwillbemoredifficult.
Itisalsonoteworthythatthoseprofessionswhicharestillwell-established(e.g.law,accountancy)appeartobehighlyvaluedwithinthesector,whichsuggeststhatthereisvalueplacedontheprofessionsingeneral,andpotentialforthebankingprofessionalbodiestobecomeequallywellrespectediftheybecomemoreestablished.
Akeyaspectofprofessionalismwhichisgenerallythoughttohavebeenlost,andtowhichthereisreasontobelievebankerswouldwelcomeareturn,isthestatusofprofessionsasconstituting‘acommunityofinterest’.
Forsomeinthebanksandbuildingsocietiesthisisconnectedtotakingprideinwhatonedoes:
There’llalsobepeopleinthatgroup[mid-levelleaders]whowouldbeadvocates(for
professionalbodymembership)becausetheyseeitasaninvestmentinthem,theyseeitas
beinglike,‘Iwanttofeelproudagain,Iwantmypeopletofeelproud,Iwantmyfamilyto
feelproudandIdon’twanttobeembarrassed[tobea]banker–[so]howdoIhelpmake
thatdifference?’
Individualswhoaremembersofasuccessful,establishedprofessionalbodyhaveanopportunitytoshareideasandbestpracticewhichisnotnecessarilydrivenbythecommercialpressuresinherentintheirrelationshipwiththeiremployer.Professionscanprovideanalternative‘lens’throughwhichtoviewtheworkofbanking.Throughthislensconsiderationssuchastheclient’sbestinterests,andthewiderpublicinterest,canbecomesalientinawaythattheywouldotherwisenotbe.
Whilstreasonsweregiven,then,forthefirmstobereceptivetoprofessionalisation,wefoundalsothateffortsarealreadybeingmadebyprofessionalbodiestobecomemorethanjustprovidersofqualifications.Onesubstantialdevelopmentthatisalreadyunderwayisthemovetoarobust,substantial,andmonitoredcontinuingprofessionaldevelopmentrequirementformembers.CPDisthemeansbywhichprofessionalskeeptheirknowledgeandskillsuptodate,butitcanalsoactasaconsistentreminderofthevaluesandprinciplesunderlyingprofessionalwork.However,whilsteffortsarecertainlybeingmadehere,thereisstillsignificantworktobedoneasacommentfromabank/buildingsocietyintervieweesuggests:
SoforinstanceI’mamemberoftwoinstitutes,bothofwhichrequiremetodoCPD,andIdo
dosome.Butneitherinthelast20yearshasevercheckedifIdo.
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Wealsofoundthatprofessionalbodieswouldliketohavearoleinoverseeingethicalstandardsandreinforcinglevelsofethicalbehaviourinthesector.Theyarecurrentlylimitedinthisregardbytheirlackofaclearlydefinedroleandthepowerstofulfilthatrole(seeissue5below).Andagainsomebankandbuildingsocietyintervieweesnotedthattherewassomewaytogoonthis:
WhenIlookedatitIthought‘aretheinstitutes[the]peopletotellusaboutethics?Dothey
haveaparticularexpertiseinethics?’I’mnotsayingthey’rebad.Butifoneday,Iwantedto
doastudyonethics,wherewouldIgoto?Woulditbemyprofessionalinstitute?I’mnotsure
itwouldbe.I’mnotsayingthey’rebeingunethical,butaretheytheexpertsonethics?I’m
notsuretheyare.Atthemomentanyway.IfIwantedtogettogripsaboutethicsImight
cometoauniversitylikeyourselvesandadepartmentthatspecialisesinit.
Nonetheless,thereiseveryreasontothinkthatarolecouldbedefinedwhichtheprofessionalbodiescouldeffectivelyfulfil.Andmanyintervieweesfrombanksandbuildingsocietiesemphasisedtheirreceptivitytothis:
Ithinkthey[professionalbodies]couldandshouldplayagreaterrole[inthesector],yes….
Anothersaid:
Myviewonthatis,intermsofethicsandculture,profqualscanhaveaparttoplay….
Professionalbodieswerealsoawarethattheintroductionofthecertificationregime,wherebyindividualsmustbeaccreditedassuitablepersonstofulfiltheirroles,presentsanopportunityforthemodelofall-roundprofessionaleducationasopposedtodiscrete,targetedtraining.Agoldstandardqualification,orqualificationframework,whichlinkedtotheregimeandwasrecognisedbytheregulatorasdoingsowouldbeanotherboosttotheprofileofprofessionalbodies.Someofthebankandbuildingsocietyintervieweeswereenthusiasticaboutthis:
Mysecondthoughtis;howdoesitsupersedewhattheregulatorisaskingustodo?What
couldaprofessionalbodytakeawayfromtheregulatorsandmakesimpler?Becauseweget
massiveoverlapswiththisregulatorwantingthisandthatregulatorwantingthat.It’s
actuallythesamestuff-theyjustwantdifferentformatsorananswertoslightlydifferent
questions.We’vespentalotoftimereportingtoaregulator.Soifaprofessionalbodycould
simplifythat,tosay‘theregulator’sheretodothisandtheprofessionalbody’sheretodo
this,andifyouadheretotheprofessionalqualificationframework,thatgivesyouthereally
goodbestpracticemethodologiesandproofsthatsaythatyourpeoplearehittingthis
standardandrequirement’thatyoucanthenreporttotheregulatorthenthatwouldbe
great.
Andinlinewiththissomefirmsrecognisedthattheycoulddomoretoalignprogressthroughtheorganisationtothegainingofprofessionalqualifications.
Onethingwecoulddoisrevisitourpolicyonhowpeoplecanprogresswithinthe
organisation.Havingaclearerview.We’veemployedalotofapprentices,mostofthemhave
movedontofulltimepermanentroles.Ithinkweneedtobesayingtothem‘yournextstep
is…’andthatstepisaprofessionalqualification.Ithinkwecouldsetanexamplethere.
Thepotential,then,isthereforeffectiveprofessionalisationofthebankingsector.However,thereareatleastfivekeyissueswhichwillneedtobeaddressedbeforethiscanbeachieved.
15
3.2 Keyissuesforprofessionalbodiesinthebankingsector3.2.1 Issue1:Thelowprofileofprofessionalbodieswithinthebankingsector
currently
Thisissuehasbeencoveredtosomeextentintheintroduction.Butitisworthreiteratingthatthebankingprofessionalbodiescurrentlyhavealowprofileinthesector,bothinthesensethattheyhavepoorvisibilityandarepoorlyunderstood,andinthesensethatthereisnotaconsistentviewthattheyareplayingavaluablerole.
Thereareanumberofindicationsofthisarisingfromourresearch.Oneissimplythatbanksandbuildingsocietieswereunabletogiveaclearaccountoftheirviewsontheprofessionalbodies.Tellingly,theintervieweesfrombanksandbuildingsocietiesweregenerallyunawareofhowmanyoftheiremployeescurrentlyholdaprofessionalqualification,andwereonlyabletoprovidevagueestimateswithlowconfidencethatthesewereaccurate.Mostreportedthattheirorganisationdidnotkeeprecordsofthesefigures,surelyanindicatorthattheyarenotcurrentlyhighlyvalued.
CertainlyacrossthegroupasawholeIhaveabsolutelynoidea.Whichinitselfsays
something.
Anotherintervieweefromabankorbuildingsocietysaid:
TheanswerisIdon’tknow,I’dbeguessing.ThereasonI’mguessingisthatwedon’tactually
holdthatinformationcentrallysoI’mnotsurethere’sawayofmetellingyouthat.
Wealsofoundthattheamountandtypeofsupportgiventoemployeesworkingtowardsaprofessionalqualificationispatchyandinconsistent.Professionalbodiesreportthattheamountoffinancialsupport,forexample,isoftendependentonthelocationoftrainingbudgetsintheorganisation:ifthereisacentralfundforprofessionaltraining,thensupportismorereadilyavailable.Ifitislefttolinemanagers’budgets,thenprofessionaltrainingoftenmissesoutasitislefttocompetewithotherpriorities.OftenintervieweesfrombanksandbuildingsocietiesreportedthatsupportdependedontheextenttowhichtheProfessionalQualification(PQ)orCPDworkalignedwiththeemployee’srole,forexample:
(Interviewer)Areyouinaposition…toallowpeopletimeoffforstudy,payforqualification
orfundCPDwork,etc.?
(Respondent)Thoseareprobablyinplace,andthekeycriteriaarethequalificationneedsto
beconnectedwiththerole.It’sfullyfundedandsupported.
Onereasonforthelowprofileoftheprofessionalbodiesisthefragmentationofthesectorandofthequalificationmarket,whichmakesitdifficultforbankandbuildingsocietystafftounderstandwhatisavailable.Anothermaybethatthecultureofbanksandbuildingsocietiesiscurrentlysuchthatprofessionaleducationisnotseenasagoodinvestment.Firmsarefocusedontechnicalskills,inwhicharenatheprofessionalbodiesaremerelyoneprovideramongmany.Theyarealsofocusedonregulatorycompliance,asevidencedbytheburgeoningcomplianceindustry,butthisisnotthesameastheethicalunderstandingandreasoningskillsthataneffectiveprofessionaleducationcanconfer.
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3.2.2 Issue2:Theneedtoestablish‘goldstandard’statusamongbankingqualifications
Therewasaclearconsensusarisingfromourinterviewswithbanksandbuildingsocietiesthata‘goldstandardqualification’inbankingdoesnotexistcurrently.Asoneintervieweeputit:
Forleaderstoseequalificationsasvaluableagainweneedtohaveabsoluteconfidencein
thequalityofthequalificationanditneedstobeclearhowitworksandtheadvantagesofit.
Forindividualsitneedsleaderstosay‘ifyouwanttogetoninthisbusinessyou’vegotto
followoneoftheseroutes’.Oneobviouslyfollowstheother.Untilwe’recompletelyconfident
thatthequalificationistherightone,thenwewon’tbemakingitpartoftherequirementto
progress.
Andanotherrespondentnoted:
[Thisdoesmakethesituation]abit‘chickenandegg’.Untilit’sestablishedandthisishowyoudothings,it’snotvalued.Youcan’tgetthevalueuntilit’sestablished.Itwouldhaveto
besomethingprettyclearcutandusefuland‘thisisthewaytodoit’andbackedbythe
regulator,andwhatkindofbusinessbenefitwouldyougetoutofitinorderforpeopleto
takeiton.
Equally,therewasaclearconsensusthatsuchaqualificationwouldbevaluableanddesirable.
Sure.Ithinkthatifaprofessionalbodyweretocreateagoldstandardforcomplianceand
conductandethics,thenthatwouldbeverypositive….
Orasanotherputit:
Somaybeanotherwaytolookatitis,becauseIdosee…thebenefitofthat...Thatwouldbe
akindofhealthcheck,itwouldbeasortof…kitemark.
Thegoodnewsfortheprofessionalbodiesisthatagreatmanyintervieweesthoughtthatbankersoughttohaveasolidgroundinginthefundamentalsofbanking,whichcouldbeachievedthroughsomeformofbankingqualificationor,perhapsmorelikely,throughatieredframeworkofqualificationswhichwouldcontainsomecommon,generalistcontentalongsidespecialistcontentforpeopleworkingindifferentareasofbankingandoccupyingdifferentroleswithinthoseareas.Boththegeneralandthespecialistcontentwouldneedtoberelevant,informedanduptodate.Byincludinggeneralcontentalongsidespecialistcontentinthisway,itwouldbepossibletoavoidasituationinwhichbankersaremadetogainsubstantialamountsoftechnicalknowledgethattheywouldnotthenapplyintheirjobs(aproblemwhichwasreportedevenofthefondlyrememberedCharteredInstituteofBankersqualifications).Generalcontentcouldincludesuchsubjectsasthehistoryofbanking,thesocialroleofbanks,andperhapsthestatusofbankingasaprofession,thefundamentalfinancialfactsabouthowbankswork(andsomeaccountofkeyconceptssuchasrisk),alongwiththevaluesandprinciplesunderlyingandinformingbankingactivities,includingtheresponsibilityofbankerstoworkinthepublicinterest.
Myview,andI’vehadacareerinbanking,wouldbethatgenerallyasyouembarkonthat
careeryouwouldideallytakesomequalificationswhicharequitewideranging.Gradually
youwouldfindyourareaofexpertiseandasyouprogresswouldbecomemorespecialised.
(professionalbodyinterviewee)
….toknowthattherewasauniversalunderstandingofthenatureandcontextofbanking,
andthatwaswellunderstoodandthepurposeofbankinginsociety,combinedwithareally
17
thoroughunderstandingofconductandtheresponsibilitiesaroundthat,Ithinkthatasan
entryintoanorganisationknowingthatwasacommonlyheldview,couldbeverypowerful.(bank/buildingsocietyinterviewee)
Asidefromallowingbankerstodotheirjobsmoreeffectively,oneadvantageofa‘goldstandard’qualificationsframeworkwouldbethatbanksandbuildingsocietieswouldbeabletobenchmarktheiremployees,andwouldhaveaclearideaofwhatcouldbeexpectedfromaprospectivejobcandidateintermsofknowledgeandskills.Bankerswouldknowthattheywereworkingtowardsaqualificationthatwouldbegenuinelytransferable,andwhichwouldsetthemupforacareerwhichmighttakeinanumberofdifferentorganisations.A‘goldstandard’qualificationmightalsoallowbankstobecomelessreactiveandcompliance-focusedintheirresponsetoregulation.Bankerswithanall-roundprofessionaleducationmightbeexpectedtobemoreawareofandresponsivetoethicalissuesratherthanfocusingoncomplyingwiththeletterofthelaw.
Asanotherintervieweefromabankorbuildingsocietyputit:
Thereisanunderpinning…tobeaCharteredAccountantyouhavetobequalifiedand
everybodyknowsit’sreallydifficulttodoit.Itdoesn’tmeantosaythatpeoplewhoare
CharteredAccountantscan’tbehaveunethicallybecausetheydo.Butitprovidesalevelof
confidencethatatleastthey’restartingfromapositionwheretheyoughttoknowwhat
they’redoingbecausethey’vebeenassessedascompetent.Idothinkthatworks.
A‘goldstandard’statuswouldalsohelptoestablishtheconceptoftheprofessionalbankerinthemindofcustomers,raisingtheprofileofprofessionalismandleadingthepublictohaveenhancedexpectationsof,andrespectfor,theservicesbeingprovidedbyfirmsandtheiremployees.
3.2.2.1 Whatisagoldstandardqualification?
Wehavemadeconsiderableusealreadyoftheideaofa‘goldstandardqualification’.Ifthisistobeausefulidea,itisimportanttobeclearastowhatthisideahaspackedintoit.
Anumberoffeaturesthatagoldstandardqualificationmusthavearesuggestedinthequotesabove.Someofthesefeaturesareintrinsictothequalification(ortierofqualifications)themselves.
i) Goldstandardqualificationsareofacertainquality–thisdoesnotmeantheyhavetobeatahighacademiclevel:theycanbepitchedatvariouslevels,buttheyhavetobechallengingordemandingrelativetothelevelatwhichtheyarepitched.
ii) Theyprovideindividualswhohavethemwitha)skillsandb)agraspofethicalconcernsincludingmattersofindividualconductandperhapsalsoofthesocialroleofthefirm,whichareusefultotheorganisationsinwhichthoseindividualswork(inthiscaseBanksandBuildingSocieties),and/ortheregulatoryframework.
Thefeaturesabovehelptoensureacertainkindofconsistency.Firmscanexpectthesamelevelofcompetenceandunderstanding,includingethicalunderstanding,inthosewhohavethequalifications.Theyalsoprovideabasisforconfidenceinthequalificationsonthepartofbothemployersandclientsorcustomers.
However,evenifoneoftheexistingprofessionalbodieswerecurrentlyprovidingaqualification(orsuiteofqualifications)withtheaboveintrinsicfeatures,orweretointroduceone,thisqualification(orsuite)wouldnotautomaticallybegoldstandard,simplybecausetobegoldstandardaqualificationmustberecognisedasgoldstandard.Withoutthisrecognition,thekindofconsistencyacrossawholesectorthatischaracteristicofatrulygold-standardqualificationwillnotbeachieved.Thisiswherethe‘chickenandegg’problemalludedtoinonequotationabovearises:inordertobe
18
goldstandardthequalificationhastobeestablished,andpartofitsbeingestablishedisitsbeingrecognisedasbeinggoldstandard.IntheUKbankingsector,thisproblemisgreatlyexacerbatedbytheextentoffragmentationinthequalificationsmarket,andthedifficultyfirmshaveintellinggoodqualificationsfrombad,andknowingwhichwouldbemostappropriatefortheiremployees.Issuenumber3belowdescribestheseproblemsinmoredetail.
Itmaybethatactionbyanexternalagencyisnecessarytoaddressthis‘chickenandegg’problem.Bysettingindustry-widestandardsforqualificationsandmonitoringprofessionalbodies’adherencetothosestandards,suchabodycouldprovideexternalassurancetofirmsoftheirquality,andhelptoestablishindustry-widerecognitionofqualifications.
3.2.3 Issue3:Thefragmentationoftheprofessionalbodysector,includingfragmentationinqualificationsandalackofclearpathwaysandlinkstocareerprogressionwithinfirms
Asnotedabove,probablythemostimportantreasonforthelowprofileofthebankingrelatedprofessionalbodiescurrentlyisthefragmentednatureoftheprofessionalbodysectorandthequalificationsmarket.Thereareovertwentybodieswhoprovidearangeofprofessionalbodyservicestothesector.Whilethemajorityofthesearebanking-relatedprofessionalbodies,ratherthanbankingprofessionalbodies,thesectordoesappearcrowded.Mostofourintervieweesagreedthatthereshouldbefewerprofessionalbodies(althoughveryfewthoughtthatasingleprofessionalbodywouldbeenough,citingtheneedtocatertoadiversesectorandthevalueofhealthycompetitionbetweenbodies),orthatattheveryleastthereshouldbemorecoordinationbetweenthem.
Asalreadytouchedonabove,banksandbuildingsocietiesconsistentlyreportedthattheyfounditverydifficulttogetaclearviewofthequalificationsavailable,andtojudgetheirrelativemerits.Asoneintervieweereported:
AlthoughIgettentofifteenemailsadayfromprovidersoftraining,trainingorganisations…
it’svirtuallyimpossibletopickout…thevariablequalityof[thesequalifications].
Banksandbuildingsocietiesalsoreportedthattherewasalackofclearpathwaysamongqualifications.Whileitdoesappearthatsomeindividualprofessionalbodieshavemadesubstantialeffortstodefinesuchpathways--atleastwithintheirownqualificationoffering,ifnotbetweenqualificationsofferedbydifferentbodies--themessageisclearlynotgettingthroughtofirms.Inparticular,banksandbuildingsocietiesarefindingitdifficulttolinktheavailablequalificationstoroutesofcareerprogressionforemployees.
Ithinktheinstitutesandbodiesshouldbebetteratsignpostingwhatcomesnext.Ithinkthey
say,‘you’vegotit,we’reofferingthisnextone,’butthenextonemaynotbetherightone.It
maybeforadifferentbodyorspecialityandyou’reworkingyourwaythroughalmost,not
quiteblindly,butifyou’relookingatsaynineteenbodies,afteryou’vedonethatyou’rebest
toactuallygosomewhereelse.AndIdon’tthinkthere’sthatframework.)
Andanotherbankandbuildingsocietyintervieweecommented:
Whatwouldbequitehelpful,Ithink,andthiswouldbevalueaddedratherthanwhatwe
needtodo,isprobablyhavingdonesomeofthejoiningupforus.Sohowdoesyour
qualificationconnecttowhattheFCA[FinancialConductAuthority]istalkingaboutright
19
now?WhatdoesitmeaninconnectiontoSMR[SeniorManagersRegime]?Whatdoesit
meaninconnectiontothe[certification]regime?
Bothbanksandbuildingsocietiesandprofessionalbodiesreportedthattheywouldwelcomeexternalsupportinvalidatingqualificationslinkingthemtoanoverallframework,andatleastonehadinitiatedaprocessofexternalvalidationfortheirownqualifications,workinginconcertwithaparticularprofessionalbodyandaUniversity.Butthereisadesireforamoregeneralsolution,soperhapsratherthanareductioninthenumberofprofessionalbodies,someoverarchingexternalsupportandcoordinationwouldsolvethefragmentationproblemandbringcoherence.
I’mnotsurewhattheentirerangeofnineteen[professionalbodies]lookslikeandifthey’ve
allgotcrediblecompetingofferingsinthemarketthenthosethatwerethestrongerwereto
surviveandmaybereceivetheirBankingStandardsBoard’ssealofapproval….I’msurethat
wouldhelpsothatthey’reaccreditedorauthorisedorsanctionedorapprovedbyBanking
StandardsBoard.Thatmightbeawaytogo.(bankorbuildingsocietyinterviewee)
3.2.4 Issue4:Therelationshipbetweenbanksandprofessionalbodies,whichisoneof‘customerandsupplier’ratherthanofpartnersforminga‘communityofinterest’amongbankers
Aconsistentlyemergingtheme,foundintheinterviewsbothwithprofessionalbodiesandwithfirms,wasthatbanksandbuildingsocietiesseebankingprofessionalbodiesasessentiallysuppliers.Asinanyrelationshipbetweencustomerandsupplier,thereisthereforeanimbalanceofpowerbetweenthetwopartiesinthisrelationship.Professionalbodiesconsistentlyreportedthattheirfocuswasonidentifyingtheneedsofbanksandbuildingsocietiesandthenseekingtotailortheiroffertomeettheseneeds.Whilethisisobviouslydesirabletosomeextent,itpotentiallylimitstheprofessionalbodies’abilitytoinfluencefirms,particularlyonissuesofethicsandculture.
Italsocontrastswiththosesectors,suchaslawandaccountancy,inwhichprofessionsaremorefirmlyestablished.Inthesesectors,thereisadialoguebetweenfirmsandprofessionalbodies,andprofessionalbodiesareseenaspartof,andbelongingto,thesector–‘ourprofession’.Ourintervieweesfrombanksandbuildingsocietiesdidnotseeprofessionalbodiesinthisway–professionalbodieswereseenasexternaltothesector,actingratherasasuppliertoit.Asonebank/buildingsocietyintervieweeputit:
We’vehadconversationswithXandY[professionalbodies]…wespend…moneyeachyear
withthembutalotofit’stransactional.Alotofit’s,‘ourpeopleneedtobequalifiedtomeet
theregulator,youprovidethequalification,weputourpeoplethroughittopassit.’
Notonlythis,butprofessionalbodieswereclearlyinthepositionofneedingtoselltheideaofqualifications,andnotjusttheirownparticularqualifications,tofirms,aclearcontrasttoothersectorswherethevalueofprofessionalqualificationsistakenasread.Professionalbodies,whentheyspokeaboutengagementwithbanksandbuildingsocieties,reporteddealingwithtrainingorHRfunctions,andnotwiththe‘C-Suite’ofseniorleadersattheverytopoftheorganisation–anindicationthattheyareseenastrainingprovidersratherthanpartnerorganisationswithasharedpurpose.Againthiswascapturedbyabankorbuildingsocietyintervieweeaswell:
Ithinkthere’sjusttoomanyplayersinmembershiporganisations,intrainingproviders,Ijust
thinkthere’stoomanypeopleanditdoesfeelabitmorelikeit’sabusiness….
20
Aneffectofthisimbalanceofpowerbetweenfirmsandprofessionalbodiesisthatprofessionalbodieslackthepowertodefinestandards,whetherofcompetenceorethics,whichfirmsarethenexpectedtoaspireto.Ontheorganisationallevel,professionalbodiesareunabledirectlytochallengebanksandbuildingsocietieswhichmaybefailingtoliveuptothesestandards;ontheindividuallevel,bankersarenotinculcatedwithasetofvalues,prioritiesandexpectationswhicharedefinedindependently,andhavestandingoutsidethecultureoftheiremployer.Thecultureoftheprofessionalbodycannotthereforeactasacheckonthecultureoftheemployingorganisation.
Akeyaspectofdefiningaprofessionalcultureisderivedfromtheroleoftheprofessionalbodyinservingthepublicinterest.Keepingthisethicalconceptatthecentreoftheprofessionalbody’svariousactivitiesallowsthemtogiveindividualsanalternativelensthroughwhichtoviewthefirm’sactivities–onedefinedbybroadervaluesthantheshareholdervaluewhichisthefirm’smainfocus.Andseveralbankorbuildingsocietyintervieweesrecognisedthis:
Oneofthethingsthebankshaveprobablylostsightofisthepublicinterest.Becauseitisso
amorphous.Absolutelywe’reinterestedinourclients’interests,shareholders,regulators’
interests,sometimeswestretchintoourcommunitiesandtheirinterests.Thisconceptof
public,whenit’stranslatedintosystemicriskandtaxpayers’moneybecomesalotmorereal.
Fortheprofessionalbodiestoprovidesuchanalternativelensrequiresthemtobeengagedinactivedialoguewithmembersandemployers.A‘communityofinterest’formedoftheprofessionalbodies,theemployingorganisationsandindividualmembers/employees,responsivetochangesintheindustrywhilemaintainingafocusonfoundationalethicalideassuchasthepublicinterest.Aprofessionalbodyintervieweenoted:
Insectorswherethereisastrongprofessionalbody,you’llfindthatthatbodyalsoactsasa
portofcallforthoseindividuals.Soifthey’vegotaproblemwiththeiremployerorethical
standards…you’llfindthatthey’vegotethicaladvicelinestosupportthem.Inmyexperience
thatisnotsomethingyouassociatewiththebankingindustry.
3.2.5 Issue5:Thelackofaclearlydefinedroleforprofessionalbodiesbeyondtheprovisionofqualifications
Asnotedabove,itappearsthatbanksandbuildingsocietiescurrentlyseethebankingprofessionalbodiesasprimarily,ifnotexclusively,purveyorsofqualifications.Despitethis,wedidfindevidencethatprofessionalbodieswouldliketobevaluedforabroaderrangeofactivities.Theyareclearlytryingtodefinetheirownroleinseveralareas,butwouldbenefitfromanexternalsteer,externalsupport,andpossiblyalsothekindofexternalvalidationthatappliesinotherprofessionsservedbymultiplebodies.
Abankorbuildingsocietyintervieweecommentedapprovinglyontheideaofaprofessionalbodywithawiderconceptionofitsrole:
…Itwouldbeabsolutelyamazingtohaveaprofessionalbodythatwascreatingamuch
strongerdialoguecollectivelyacrossthebanksasopposedtofinancialservices,whatarewe
herefor,howisitworking,whatarewestrugglingwith.Itcreatesasenseofbelongingand
unitythatwe’redoingsomethingusefulthatisworthtalkingaboutratherthanbeingbeaten
bytheregulator.Themorewecangetthedialogueoutandstartreallyhelpingnotjustother
banksbutsocietyingeneral,Ithinkthere’sastrongersensecreatedthatremindsyouof
stewardshiponbehalfofsociety…
21
Oncontinuingprofessionaldevelopment,severaloftheprofessionalbodiesaremakingmovestowardsamorerobustoversightrole,settingminimumCPDrequirementsandmonitoringadherencetothese,withthepossibilitythatmembershipwillberevokediftheyarenotmet.Onelimitingfactorheremaybetheworrythattooonerousarequirementwillmakethemunattractivetobankingemployees,afurthersymptomofthepowerimbalancenotedabove.Andasnotedabove,itisalsoanareawherebanksandbuildingsocietiesaremorescepticalofwhatiscurrentlyoffered:
Itfeelswhenyou’rewritingthechequeforthisthatyou’repayingawayalotofmoneyand
notseeingahugereturnforthat.TheCPDstuffthatcomesonofferisoftenquitemediocre.
Itfeelslikeyougetyoureightcreditsbygoingtothisconference,youattendtheconference
andyousometimeswishyouhadn’t.Sothereissomethingaround,isthisCPDreallyleading
edge,isthishighquality,isitreallyvalueformoney?
Ondisciplineandtheoversightofethicalstandards,professionalbodiesappeartobeveryunsureoftheirrole,apointwhichisreflectedinthefactthattheyareperceivedasrelativelyineffectiveincontributingtolevelsofethicalbehaviourandculture.Aprofessionalbodyintervieweeacknowledgedthattheircodesofethicsdonotcurrentlyhavethestatuswithintheindustrytobethebasisofrobustethicaloversight:
Essentiallywhatyou’vegottodoisgettheemployerstocometogetherandagreeacode
whichtheywillimposeontheiremployees,acodeofethics,butwhichisrunbysomeone
whoisn’tthem.Thehardquestionis,wouldyousackanemployee,thathasbrokenacode
thatsomeoneelsehasdecided,andthatyoucan’tcontrol.
Anadditional(valid)concernhereisaroundpotentialoverlapwiththeroleoftheregulator,althoughprofessionalbodiesalsoappeartobeunsureofthelegalbasisforanydisciplinaryaction,andconcernedthattheymightopenthemselvesuptolegalchallenge.Theyalsoreportthattheylackpowerstoinvestigatecasesofpotentialwrongdoing.
Theanswermaynotbetogiveregulatorypowerstoprofessionalbodiesthemselves,buttodefineaclearrelationshipwiththeregulator,perhapsusingprofessionalbodiesasameansoffindingoutaboutcaseswhicharethenpassedontotheregulatortodealwith,withclearprotocolsfordoingso.Clearchannelsandresponsibilitiesaroundwhistleblowing,reportingand‘speakingout’arekeyhere.Eitherway,adialoguebetweentheregulatorandtheprofessionalbodies,perhapsbrokeredbytheBSB,willbenecessarytoidentifyaclearbasisforfuturecooperation.Onebankorbuildingsocietyintervieweecommentedonthisinquiterobustterms:
…wehaveinstitutes,we’vegotastandardsboard,we’vegotaregulator,peoplego‘what
thehelldotheyalldo?’Theyneedtoleadtogether.
Onadviceandguidance,thebankingprofessionalbodiesissueguidancebuttendnottohaveanadvisoryroleoperatingthroughahelplineorsimilarresource.Again,itwillbenecessarytoclearlydefinetheparametersoftheirlegitimateactivityiftheyaretohavethisroleinthefuture.
Finally,onthoughtleadership,itmaybedifficultforanyindividualprofessionalbodytospeakonbehalfofsuchadiverseprofession.However,itmaybepossible,andvaluable,fora‘canopybody’tobringtogetherrepresentativesofthevariousbodiesandattempttoidentifyaconsensusonkeyissues.Oneintervieweefromabankorbuildingsocietyputitthisway:
…youknowontheTodayprogrammewhentheyhavearepresentativeofanindustryonthat
speaksfromanindustrypointofviewbutnotinalobbyingway?Almostwedon’thavethat
inbanking.WehavetheBritishBankers’Associationandtheyhavearoletoplay,they’re
22
clearlyalobbyinggroup.Itwouldalmostbethatbodythatspeakswithclearprofessionalism
onbehalfofthebankingindustry…
23
3.3 Table1:Overviewofbanking-relatedprofessionalbodies15
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
AssociationofCorporateTreasurers
Over4,000.
Hasanelectedgoverningbody:‘Council’,whichisaccountabletomembers.Day-to-daymanagementisdelegatedtotheChiefExecutiveandExecutiveteam.HasaRoyalChartergrantedin2013.
Completedeclaration,nosethours,sampletesting.
Hasacodeofethics.CasesarehandledbyaCommitteeofInvestigation.Penaltiesincludebeingstruckoff,havingtopaycosts,publicationofdecision.
‘SpeakingUp’policy,alsocasestudiesandbriefingsavailable.Ethicshelpline.
CFASocietyoftheUK/CFAInstitute
Around11,000. HasaBoardof14memberswhoareelectedbymembers.TheBoardoverseesanumberofvolunteercommitteesincludingamanagementcommittee.DoesnothaveaRoyalCharter.
(OnlyappliestothosewhorequireastatementofprofessionalstandingundertheRetailDistributionReview(RDR))
Minimum35hoursannually,ofwhich21hoursstructuredCPD.
Overseesacodeofethicsandcantakeactioninrelationtotheprofessionalconductofmembers.GovernedbyDisciplinaryReviewCommittee.
Guidanceonsomespecificissuesincludingreportingandwhistleblowing.Thereisanumbertocalltoself-reportpotentialviolations,andadviceonwhotocontactaboutreportingothers.
15PleaserefertoAppendixAfordetailsofhowtheseorganisationswereidentified
24
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
CharteredBankerInstitute
Around28,000. GovernedbyaCouncilcomprisingInstitutemembersandlayrepresentatives,whichoverseescommittees.HasaRoyalCharteroriginallygrantedin1976(theInstitutewasestablishedin1875).
Requirementsvaryfordifferentcategoriesofmembershipbut35hoursperannumtotalincluding5hoursprofessionalismandethicsinmostcategories.
HasacodeofconductwhichismappedtotheFCA’sConductRules.IndependentDisciplinaryCommitteeoverseesprocedures.Varioussanctionsavailable.Expulsionsarerare.
Providesguidancetomembersonarangeofissues.Resourcesavailablethroughthewebsiteincludingonprofessionalethics.
CharteredInstituteforSecuritiesandInvestment(nowincorporatingtheInstituteofFinancialPlanning(IFP))
Over40,000. HasaBoardofDirectors–non-executivedirectorswhoaretypicallyemployedinseniorpositionsinfirmsoperatinginthesecuritiesindustry,electedbymembersforatermofthreeyears.Hasaroyalchartergrantedin2009.
(Recommended)minimum35hoursannually,ofwhich21hoursstructuredCPD.
Hasacodeofconductandadisciplinaryprocess.Membersarerequiredtotakean‘integritytest’.
Theypromoteanexternalwhistleblowinghelplinebutdonotappeartohavetheirown.
25
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
CharteredInstituteofCreditManagement
Informationnotavailableonwebsite.
HasanExecutiveBoardandanAdvisoryCouncil.Thelatterincludestradecreditrepresentatives,consumercreditrepresentatives,internationalcreditrepresentatives,creditservicesrepresentativesandregionalrepresentatives.HasaroyalChartergrantedin2015.
NocompulsoryCPDbutsupported
Hasacodeofconductandadisciplinaryprocess.
Aswellassomeguidancematerialsavailablethroughthewebsite,runsalegalhelplineandgeneralguidancehelpline.
CharteredInstituteofInternalAuditors(CIIA)
About8,000intheUKandIreland.AlsopartoftheglobalIIA,whichhas180,000membersin190countries.
GovernedbytheCouncilofDirectorswhichiscomprisedofvolunteermembersandtheChiefExecutiveandisaccountabletomembers.TheChairofCouncilisthePresidentandiselectedannuallybymembers.HasaRoyalChartergrantedin2010.
NospecificrequirementforIIAmembers.GlobalCertifiedInternalAuditorsreporttoIIAGlobalandneed40hourspa.ThosewithQualificationinInternalAuditLeadership(QIAL)require20hourspa.
Codeofgoodpracticerequiredtorefertopublicinterest.Handledbydisciplinarycommittee.Sanctionsincludereprimand,conditionsonfurthermembership,suspensionandexpulsion.
Publishesguidance–‘130oddpiecesovertherecentyears’.Noadviceline.
26
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
CharteredInstituteofTaxation
17,000. GovernedbyaCouncilwith28members.A‘laypublicinterestobserver’alsoattendscouncilmeetingsbutisnotamember.Foundedin1930andhasaRoyalCharter.
Minimum90hourspaofwhichminimum20hoursstructuredtraining.Maybeaveragedover2years.
Overseesprofessionalrulesandpracticeguidelines.ThebodyresponsiblefordisciplineistheTaxationDisciplinaryboard.
Memberscanemailwithprofessionalstandardsqueries.
CharteredInsuranceInstitute(CII)
Over115,000. HasaRepresentativeCouncilandanumberofboards,committeesandpanels.HasaRoyalChartergrantedin1912.
Minimum35hoursannually,ofwhich21hoursstructuredCPD.
Codeofethicsanddisciplinaryproceduresinplace.GovernedbytheCIIDisciplinaryRegulationsandDisciplinaryProcedureRules.Legallyprovenbreachesarepublished.
Publishesguidanceonarangeofissues.Includingguidancematerialsincludingonethicalissuese.g.conflictsofinterest.Thereisalsoaguidetounderstandingandapplyingthecodeofethics.Nohelplineformembers.
GlobalAssociationofRiskProfessionals
Over150,000. HasaBoardofTrusteesmadeupofindustryrepresentativesandoneacademic.
40hourseverytwoyears.RecommendedforFinancialRiskManagers(FRMs),mandatoryforEnergyRiskProfessionals(ERPs).Recordedandsubmittedthroughcredittrackertool.
Hasacodeofethicsbutdoesnothaveadisciplinaryfunction.
Providesguidancetomembersthroughthewebsitebutdoesnothaveanadvicefunction.
27
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
IfsUniversityCollege16 Over17,000 IncorporatedbyRoyalCharter.HasaBoardofTrusteesmadeupofindustryrepresentativesandacademics.
35hoursperannummandatoryforCharteredtitleholdersandrecommendedforothermembers.
HasaCodeofEthicsandadisciplinaryprocedure.
Sanctionsincludereprimand,conditionsonfurthermembership,suspensionandexpulsion.
Providesguidancetomembersthroughvariouschannels.
Hasextensivethoughtleadershipoutputandonlineresourceprovision.
InstituteofProfessionalFinancialManagers
Over10,000 Hasagoverningbody:the‘WorldCouncil’withrepresentativesfrom12geographies,includingfivecouncilmembersfromtheUK.
Nonelisted Nonelisted Nonelisted
InstituteofRiskManagement
Over5,000. HasaBoardofDirectors(industryrepresentatives)whichdelegatesresponsibilityforday-to-daymanagementtotheChiefExecutive.
NocompulsoryCPD Hasacodeofconductandadisciplinaryprocess.
Hasextensivethoughtleadershippublicationsandanonlineresourcecentre.Alsorunsalegalhelpline.
16IfsUniversityCollegechangeditsnametoTheLondonInstituteofBankingandFinanceinSeptember2016.AtthetimeofconductingtheresearchitwasknownasIfsUniversityCollegeandthereforeisreferredtoassuchthroughoutthisreport.
28
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
InternationalComplianceAssociation
Informationnotavailableonwebsite.
HasanExecutiveBoardandanAdvisoryCommittee,whichismadeupofindustryandacademicrepresentatives.
Minimum15hours Hasacodeofethicsandadisciplinarycommittee.Memberscanbestruckoff.Thecommitteehandles‘probablyaboutahandfulayear’ofcases.
Helpandsupportofferedbytrainingbutregionalrepresentativesaswellasheadofficetocontact.
InvestorRelationsSociety Approx.800. HasaBoard(madeupofindustryrepresentatives)andanumberofcommittees.
Recommend20hourspabutnotmandatory.
Hasacodeofconductandthepowertoremovesomeone’smembershipiftheyhadbeenfoundtohaveactedillegallyorunethically,butdoesnothaveadedicateddisciplinaryfunction.
Providesa‘KnowledgeBank’tomembersandan‘AsktheBoard’service.
PersonalFinanceSociety(affiliatedtoCII)
Over100,000. SeeCII. Minimum35hoursannually,ofwhich21hoursstructuredCPD.
CodeofethicsisthesameastheCII’scode,anddisciplinaryproceduresarealsothesame.
EthicstoolkitforFinancialAdvisersandfourguidancedocuments.Nohelplineavailable.
29
Professionalbody Estimatednumberofmembers
Governancestructureandcharter
CPDrequirements Overseeingethicalstandards
Adviceandguidance
RetailBankingAcademy About3,000 GovernedbyaCouncil,whichisanindependentbodywhosemembersareelectedbytheMembership.CouncilMembersactonbehalfofthemembership.
Minimumof35hourstotalCPDofwhich21mustbestructuredandallmustbeevidenced.
DesignatedmembersarerequiredtosubmitanannualdeclarationthattheyabidebyRBA’sCodeofEthicsandProfessionalConduct.
TheRBACouncil’sDisciplinarybodyinvestigatescomplaints,carriesoutdisciplinaryactionandhandlesappeals.
30
3.4 Table2:Overviewofqualificationsprovidedbybanking-relatedprofessionalbodies17Professionalbody Qualificationsoffered
AssociationofCorporateTreasurers(ACT)
• MCT(MemberoftheAssociationofCorporateTreasurers)AdvancedDiplomainTreasury,RiskandCorporateFinance• AMCT(AssociateMemberoftheACT)• CertificateinInternationalCashManagement• CertificateinRiskManagement• CertificateinCorporateFinanceandFunding• CertificateinFinancialMathsandModelling• CertificateinTreasuryManagement• CertificateinTreasury• CertificateinTreasuryFundamentals
CharteredBankerInstitute
UKProfessionalQualifications• CharteredBankerDiploma(retail,corporateandprivatebankingstreams)• AssociateCharteredBankerDiploma(retail,corporateandprivatebankingstreams)• ProfessionalBankerCertificate• ProfessionalBankerDiploma• AwardinBusinessBanking• CertificateinCreditUnionPrinciplesandPractice• CertificateinMicrofinancePrinciplesandPractice• CertificateinOffshorePractice
UKRegulatoryQualifications• DiplomainProfessionalFinancialAdvice(FCArecognised,appropriatequalification)• MortgageAdvice&PracticeCertificate(FCArecognised,appropriatequalification)• CertificateinComplaintHandling• BespokeandTailoredQualifications• DiplomainLendingSkills• AdvancedDiplomainLendingSkills
17PleaserefertoAppendixAfordetailsofhowtheseorganisationswereidentified
31
Professionalbody Qualificationsoffered• DiplomainFinancialServicesLeadership• CertificateinBusinessandFinancialManagement• CertificateinAdvancedBankingPractice• CertificateinUKBusiness,ManufacturingandTrade• CertificateinRealEstateFinance• CertificateinHealthcareFinancialManagement• CertificateinAgriculturalFinancialManagement• CertificateinLeisureFinancialManagement• CertificateinProfessionalSectorFinancialManagement• CertificateinBusinessBankingPractice1• CertificateinBusinessBankingPractice2• CertificateinLendingSkills• RBSProfessionalBankerCertificate• MetroBankProfessionalBankerCertificate• NAGCertificateinCredit
TheCharteredBankerInstitutealsoaccreditsqualificationsfromUKeducationinstitutionsandbankinginstitutesoverseas.
CFASocietyoftheUK • InvestmentManagementCertificateSupportingtheCFAProgramandCFAcharterholdersintheUK.TheCFAcharterisawardedbyCFAInstituteforwhichCFAUKisthelocalmembersociety.
CharteredInstituteforSecuritiesandInvestment
Pathwaysinwealthmanagement,financialplanning,complianceandrisk,operations,corporatefinance,capitalfinanceandIslamicfinance.
Withineachpathwayqualificationsareofferedatfoundation,qualifying,professionalandadvancedlevel.
CharteredInstituteofCreditManagement
Certificatesanddiplomas(includinglevel5diplomas)in:• CreditManagement• MoneyandDebtAdvice• DebtCollection• HighCourtEnforcement• TakingControlofGoods
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Professionalbody Qualificationsoffered
CharteredInstituteofInternalAuditors(CIIA)
• CertificateinInternalAudit• IIADiploma• CharteredInternalAuditor• QualificationinInternalAuditLeadership• ITAuditingCertificate• CertificateinControlSelf-Assessment• CertifiedGovernmentAuditProfessional• CertifiedFinancialServicesAuditor• CertificateinRiskManagementAssurance
CharteredInstituteofTaxation
• CTA/CharteredTaxAdviser• ADIT/AdvancedDiplomainInternationalTaxation
CharteredInsuranceInstitute
Insurancequalifications• AwardfortheFoundationInsuranceTest• AwardinLondonMarketInsurance• AwardinGeneralInsurance(non-UK)• AwardinCustomerServiceinInsurance(non-UK)• CertificateinInsurance• CertificateinContractWording• CertificateinInsuranceandFinancialServices(non-UK)• DiplomainInsurance• AdvancedDiplomainInsurance• CertificateinLondonMarketInsuranceSpecialisation• CertificateinInsuranceMarketSpecialisation• Fellowship• BachelorsandMastersdegrees
Financialservicesqualifications• AwardinBancassurance(non-UK)• AwardinFinancialAdministration• AwardinFinancialPlanning(non-UK)
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Professionalbody Qualificationsoffered• AwardinInvestmentPlanning(non-UK)• AwardinRetailBanking• AwardinLongTermCareInsurance• AwardinLifeandPensionsFoundations• PensionsUpdateProgramme• CertificateinAdvancedMortgageAdvice• CertificateinDiscretionaryInvestmentManagement• CertificateinEquityRelease• CertificateinFinancialServices• CertificateinInvestmentOperations• CertificateinLifeandPensions• CertificateinMortgageAdvice• CertificateinSecuritiesAdviceandDealing• CertificateinParaplanning• DiplomainFinancialPlanning• DiplomainRegulatedFinancialPlanning• AdvancedDiplomainFinancialPlanning• BachelorsandMastersdegrees
GlobalAssociationofRiskProfessionals
• FinancialRiskManager(FRM)• EnergyRiskProfessional(ERP)• CertificateinRiskandRegulation• FoundationsofFinancialRisk
ifsUniversityCollege ProfessionalQualifications• ProfessionalDiplomainBanking&Finance• CharteredAssociateProgramme
MortgageAdvice• CertificateinMortgageAdviceandPractice(CeMAP)• CeMAPDiploma(CeMAPDip)• CertificateinRegulatedEquityRelease(CeRER)
FinancialAdvice
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Professionalbody Qualificationsoffered• CertificateforFinancialAdministrationandPlanning(CeFAP)• DiplomaforFinancialAdvisers(DipFA)• DiplomainFinancialAdvice(AdvDipFA)• CertificateinLong-TermCareInsurance(CeLTCI)• AwardinPensionsTransfer(AwPETR)
TradeFinance• CertificateforDocumentaryCreditSpecialists(CDCS)• CertificateinInternationalTradeandFinance(CITF)• CertificateforSpecialistsinDemandGuarantees(CSDG)
BankingConductQualifications• CertificateinRetailBankingConductofBusiness(CertRBCB)• DiplomainRetailBankingConductofBusiness(DipRBCB)• CertificateinBusinessBankingandConduct(CertBB&C)• DiplomainBusinessandCommercialBankingandConduct(DipBB&C)
SpecialistQualifications• CertificateinRegulatedComplaintsHandling(CeRCH)• AwardinCustomerComplaintsHandling(AwCCH)• CertificateinConsumerDebtCollection(CertDC)• CertificateinSupervisinginaRegulatedEnvironment(CeSRE)• CertificateforAutomotiveFinanceSpecialists(CertAutoFS)• DiplomainAssetFinance(DipAF)• CertificateinCreditUnionProfessionalConduct(CertCUPC)
HigherEducation• BSc(Hons)inBankingPractice&Management• BSc(Hons)inFinance,Investment&Risk• MScinBankingPractice&Management• PostgraduateCertificateinHigherEducation• PostgraduateCertificateinTeachingFinancialCapability
FinancialCapability• LessonsinFinancialEducation(LiFE)• AwardinPersonalFinanceLevel1(APF1)
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Professionalbody Qualificationsoffered• AwardinFinancialEducationLevel2(AiFE)• CertificateinPersonalFinanceLevel2(CPF2)• CertificateinFinancialEducationLevel2(CeFE)• CertificateinFinancialCapabilityandCareersDevelopmentLevel2(CeFCCD)• CertificateinFinancialStudiesLevel3(CeFS)• DiplomainFinancialStudiesLevel3(DipFS)
InstituteofProfessionalFinancialManagers
• GraduateDiplomas• HigherNationalDiplomas• CertifiedDiplomas• Post-GraduateDiplomas• BBA(Hons)BachelorsinBusinessAdministration.CertifiedProfessionalFinancialManager
InstituteofRiskManagement
• InternationalDiplomainRiskManagement• InternationalCertificateinRiskManagement• CertificateinRiskManagementinFinancialServices
ThequalificationslistedabovearetherequirementsforadmissiontotheprofessionalmembershipgradesanddesignationsofMIRMorCMIRM,IRMCertandSIRMrespectively.
InternationalComplianceAssociation
CertificatesandDiplomas,foralllevels,in:• Anti-moneylaundering• Compliance• Financialcrimeprevention
InvestorRelationsSociety
• CertificateinInvestorRelations
RetailBankingAcademy
Qualifications• CertifiedRetailBanker• CertifiedIslamicRetailBanker• CertifiedCardsandPaymentsProfessional
CertificationProgramme• CertifiedPrivateBanker
36
Professionalbody Qualificationsoffered• BranchManagerCertificationProgramme• SMECertificationProgramme• CustomerServiceCertificationProgramme• PrivateBankingCertificationProgramme• ProductManagerDevelopmentProgramme
37
4 ResultsTheresultsbelowarepresentedthematically,combiningthesurveyandinterviewelementsoftheresearch.
Pleasenotethat‘banking-relatedprofessionalbodies’isshorthandforprofessionalbodiesthathaveasignificantnumberofmembersworkinginbanking.Assuchthiscategoryincludesthosebodiesfocusedexclusivelyonthesector(forexample,theCharteredBankerInstitute),thosebodiesfocusedprimarilyonthesectorbutwithmembersinotherareas(forexample,theInternationalComplianceAssociation,roughlyninetypercentofwhosemembersworkinbanking)andthosebodiesforwhombankingismerelyonesectoramongmanyinwhichtheyarewell-represented(forexample,theInstituteofCharteredAccountantsinEnglandandWales).Theviewsoftheseintervieweesneedtobeseeninthecontextoftheirorganisation’soverallrelationtothesector,andwhererelevantwehavetriedtogiveanideaofthiswhencitingspecificcommentsbelow.
Thechartspresentedinthissectionsummarisedatafromeachofthetwoonlinesurveys.Onesurveywascompletedbyprofessionalbodiesandtheotherwascompletedbybanksandbuildingsocieties.Todistinguishonefromtheother,wehaveusedtheabbreviationsPB(for‘professionalbody’)andFirm(for‘banksandbuildingsocieties’)inthecharttitles.
4.1 Generalobservations4.1.1 Theprofileoftheprofessionalbodies1. Theresultsinthissectionrelatetoissues2and3inthecentralfindings.
2. Takenasawhole,theprofileoftheprofessionalbodieswithinthebanksandbuildingsocietiesislow–notjusttheCharteredBankerInstitute(formerlytheCharteredInstituteofBankersinScotland),norjusttheifsUniversityCollege(formerlytheCharteredInstituteofBankers),butallthebankingrelatedprofessionalbodies.Oneintervieweefromthefirmssaid:
Soworkingwiththebusiness….Ithinkit’sfairtosay,notwithstandingthefactthatIworkedatthatpointfor[nameofemployer]for-Idon’tknow-eightyears,thatIprobablydidn’treallyknow,forexample,whatthe[professionalbody]didforus.Didn’treallyknowhowweengagewiththem.Wouldn’tknowhowtoengagewiththem.SoIthinktheirprofileislow.
AnumberofbankandbuildingsocietyintervieweeshadthemselvespassedCharteredInstituteofBankers’examsinthe1980sbutnotedthatthisrequirementonentryintothesectorhadfallenawayfromthe1990sonwards:
Isuspectthatstartedtodisappearprobablyintheearly-tomid-nineties.ItbecamelessandlessimportantforpeopletohavethatprofessionalqualificationanddisappearedIguesscertainlybytheendoftheninetieswhenitjustwasn’tanissuethatpeopletalkedabout.
Itwassuggestedthatthiswaspartlyduetothedevelopmentofasalesandmarketingculturewithinfirms,asopposedtooneofprofessionalservice.Somesuggesteditwasbecausetherearesomanyprofessionalbodies.
Anotherconnectedreasonwasthatthereisalackofagoldstandardqualificationwhichcanberecognisedinthewaythatanactuarialoraccountingqualificationcanberecognised(issue2inthecentralfindings).Onebankingandbuildingsocietyintervieweecommented:
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Thinkingpersonally,thereneedstobesomesortofchecksontheprofessionalbodies.Sothatthey’renotjustaboutsellingqualifications.
3. Thisviewwasmirroredinthebanking-relatedprofessionalbodyinterviews:manyintervieweestalkedaboutthewayqualificationsusedtobeanexpectationforanyonelookingforacareerinbanking,butceasedtobesuchfollowingthe‘bigbang’inthe1980s,withacommensuratedrop-offinmembershipofprofessionalbodies.Withintheprofessionalbodies,thereisperhapsasensethatthependulumisbeginningtoswingbackintheotherdirection,butcurrentlytake-upofqualificationsstillappearsverypatchy.
4. Figureoneshowsbankandbuildingsocietysurveyrespondents’estimatesoftheproportionofemployeesintheirorganisationwhohaveabankingqualification.
FIGURE1
5. Onthewhole,bankandbuildingsocietyintervieweesdidnotknowtheproportionoftheiremployeeswhohadprofessionalqualifications,asthequotesbelowindicate.Inmostorganisationstheyestimateditwaslessthan25%,sometimesmuchlessthanthat.Oneortwosuggestedthatintheirorganisationitmightbemorethan50%.Thiswasgenerallyinsmallfirms.Ontheotherhand,somesmallfirmsthoughtonlyabout10%.Alikelyexplanationforthevariabilityofmembershiplevelsinsmallfirmsisthattake-upisdrivenbythepersonalenthusiasmoforganisationalleadersinsomecases.
I’llbehonest,weneedtogetbetteratthisasmostofourcompetitorsdo.Thatsortofinformationisprettytoughtogetholdof.Iwouldsay,itwouldnotsurpriseme,probablyabove50%.ButIcouldbewrongthere.
That’sadifficultquestion,andImayhavetogetbacktoyou.
Muchlower,alowproportionIwouldthink.Itverymuchdependsonwhichpartofthebankyou’reworkingin.….lessthan20%perhaps?Yes.
Itwasnotablethatmostintervieweesreportedthattheirorganisationdidnotkeepanyrecordofthisinformationintheirpersonnelfiles.Asonecommented:
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1
Toyourknowledge,roughlywhatproportionofemployeesinyourorganisationhavecompletedaqualificationinbanking?
(Firmsurvey)
About0-25% About26-50% About51-75% About76-100%
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ThereasonI’mguessingisthatwedon’tactuallyholdthatinformationcentrallysoI’mnotsurethere’sawayofmetellingyouthat....Soit’saninterestingquestion,attheheartofthisconversationreally.Wedon’tinsistthatpeoplearemembersofanyprofessionalorganisationsowedon’tcapturethatessentially….
6. Intervieweesknewthatinregulatedareas,forexample,wherestaffweresellingfinancialproducts,someprofessionalqualificationwasrequired,thoughthisdidnotnecessarilyentailmembershipofaprofessionalbody.Infact,oneorganisationnotedthat,althoughtheydidengagequitealotwithaprofessionalbody,thiswaspurelyatransactionalrelationship.Inotherwords,thebodywasasupplierofaqualification,buttherelationshipwasnodeeper(seealsoissue4inthecentralfindings).
7. Thereisperhapssomethingofa‘chickenandegg’probleminthattheprofessionalbodieswouldbebetterknowniftheirqualificationshadmoregoldstandardstatusandthequalificationswouldhavehigherstatusifthebodieswerebetterknown.Butthereismoreto‘goldstandard’statusthantheproviderbeingwellknown;itdependsonthequalityofthequalificationaswell.
Onebankingandbuildingsocietyintervieweecommented:
Sowewouldbutbecausetheprofessionalbodies,apartfromthespecialismslikelawandfinance,havefallensofardownpeople’sshoppinglists,notmanypeoplethinkaboutit.Thatmightbeourfault,itmightbetheprofessionalbodies’fault,itmayjustbethewaythingshavedeveloped.Butaspartofthemovetoustryingtogetbankingbacktobeingaprofession,weneedtodosomethingaboutit.
8. Somebankorbuildingsocietyintervieweesraisedthequestionofwhatismeantbyaprofessionalqualificationinthesector.Thussomethoughtthatsimplyhavingadegreemightcountashavingaprofessionalqualification.Butthentheyrealisedthatwithinbanksandbuildingsocietiestherelationofadegreetoaprofessionwasquiteunlikethatinmedicineorengineering,forexample,wherethedegreewouldberatifiedbyaprofessionalbodyasthefirststageofbecomingaprofessional.Bycontrastthedegreesincorporate/investmentbankingmightbeinsubjectslikeHistoryorEnglish,sohavenospecificcontentdesignedforthebanksandbuildingsocietiessector.Andonenotedthat‘wedon’tcountdegreesasprofessionalqualifications’.Thissuggeststhatthenotionofaprofessionalqualificationneedsclarifyingforbanksandbuildingsocieties.
Thefrontofficegroup--Iwouldsaythat90%ofpeopleattheveryleasthaveaprofessionalqualificationofsomekind.Actuallythat’snotquitetrue.Theywouldhaveadegreeandpotentiallyahigherdegree.Itdependswhatwemeantbyprofessionalqualification.……Inwhichcasemuchlower.Misinterpretationonmypart.
9. Becausequalificationsare(withexceptions)notmandatory,professionalbodiesappeartobeinthepositionofhavingtoselltheideaofprofessionalqualificationstobanksandbuildingsocieties,aswellsellingastheirownspecificqualifications.Thissuggeststhatstandards,andapproachestoprofessionaleducation,includinginethics,aretoagreatextentdrivenbybanksandbuildingsocietiesasthemorepowerfulgroupinwhatappearstobeapredominatelytransactionalrelationshipbetweenthemandprofessionalbodies(seeissue4inthecentralfindings).
10. Ontheotherhand,somebankingandbuildingsocietyintervieweessawtheimportanceofmaintainingstandards:
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Theyneedtobeuptodate,forwardthinking.Havingsaidthat,I’menoughofadinosaurtosay,thatdoesn’tmeanyouthrowoutallthegoodstuffyou’vegot.Itneedstobebasedongoodstandardrigorousfoundations,butitneedstoreflecttheworldthecolleaguesseenowadays.
Thereweresomeexampleswithinthebanking-relatedprofessionalbodyinterviewsofprofessionalbodiestakingafirmerline,settinghighstandardsandchallengingbanksandbuildingsocietiestoaspiretothese.Theseintervieweesclearlysawthisasmarkingouttheirprofessionalbodyasdistinctfromtheothers.Forexample,oneinterviewee(PB)statedthat:
Ifyoudon’thaveinyourmindthatyou,intheleast,haveanequalstatustotheseniorbankers,thenyou’renotgoingtogetanywherewiththesepeople.OneofthethingsI’veobservedabouttheinstitutes…peoplearevery,verytimid.Theydowhatthey’retold.Therearesomebankersouttherewhofinditabitstrangethatnon-bankerslikemyselfcomealongandsay‘guys,you’renotdoingitproperly’.
11. Anotherintervieweenotedthattheirprofessionalbodyhadalsofacedresistancefrommembersonoccasion:
Thequestionyoushouldalwaysaskis‘doesthisbenefitthepublic?’Itshouldnotbeeverinthetradebody’sspaceofsimplybackingmembers...Theevidenceofthatwasduringtheretaildistributionreview,wearguedinfavouroftheraisingofqualificationsacrosstheboardwhichalotofourmembersreallydidn’tlikeandfoughtveryhardagainst.
4.1.2 Themissionandroleoftheprofessionalbody12. Weaskedbanking-relatedprofessionalbodyintervieweeswhattheirprofessionalbodysawas
itsmission.Ingeneral,answershadtodowiththeprovisionofeducationandqualifications.Oneintervieweetalkedaboutidentifyingandfillingtheskillsgapsthatexistinthesector.Someintervieweesspokeaboutraisingormaintaining‘standards’,eitherofcompetenceorethics.Oneintervieweementionedpublicengagementandraisingtheprofileofbankingasaprofession.Wewereparticularlyinterestedin‘bigpicture’responses.Responsesofthiskindwererelativelyfew,andtendedtocomefromthoseprofessionalbodieswhoseremitiswiderthanthebankingsector.Theyincluded:
o ‘Creatingacultureofriskawarenessinbusiness’
o Contributingtothepublicgood
o Fosteringasenseof‘stewardship’inthesector
13. Whenaskedabouthowtheymightseektoexpandtheirreach,professionalbodiesrevealedthemselvesgenerallynottobeinterestedindiversificationbutinconsolidationwithinthepartofthesectorinwhichtheyarealreadyactive.Thisisprobablynotsurprisinggiventhelowcoveragecurrently–itwouldmakesenseasabusinessmodeltoconcentrateonincreasingmembershipintheareainwhichonealreadyhasanoffer,ratherthantofocusresourcesonstartingfromscratchinanewarea.
14. Someofthebankandbuildingsocietyintervieweesexpressedconfusionabouttheroleofprofessionalbodies.Oneintervieweeasked:
Aretheytheretosupportindividualsortheindustrysectororhowbusinessesdevelop?Ithinkthat’smaybealittleconfusedontheirpurposeatthemoment.
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15. Anotherintervieweesuggestedthatthereisaviewofprofessionalbodiesas‘outsiders’,asopposedtobeingpartoftheindustrythemselves.However,oneintervieweecouldseeimportanceinprofessionalbodiescreatingaprofessionalidentityandacommonlanguageforthesector:somethingtobeproudof.Thiscommonlanguagewouldmeantherewerethingsonecouldtakeforgranted,thateveryonecouldbeexpectedtounderstandevenastheymovedaboutthesector.
Somewereabitscepticalastowhethertheprofessionalbodieshadtherightvision:
Idon’tthinkI’maversetothemplayingagreaterrole.[WhatIwantthemtodo],istoshowamorevalueaddedroleinthesectorratherthanjustwantingtobeabiggerplayerinit.WhatyoudogetispeoplewhoareoftenkeentoparticipatebutIveryoftendon’tseethevalueaddedortheprofessionalismthattheyofferintheirdesiretobeabiggerplayer.
Andanotherintervieweefrombanksandbuildingsocietiespointedtowardsthekindofgoaltheywouldhopeaprofessionalbodywouldaspireto:
Professionalbodiesusuallytendtobefocusing,asaregulatoris,onconcreteskillsandknowledge.Thatdoesnotmakethem[thebankingemployees]fittotrade.Itmakesthemfittodothejobsothattheyknowhowtodoatradebut[doesnotgivethem]amind-set.Whateverybody,theregulators,theorganisations,arewrestlingwithis…culture….Establishaculturewherepeoplewillmaketherightdecisions,speakup,andtherearewaystodothatbuttheexpertiseinthebankstobeabletodothatisminute….
4.1.3 Thecultureofbankingandbanks16. Mostbankandbuildingsocietyintervieweesagreedthatthecultureofbankinghaschanged
drasticallyovertheyears.Therewasatbestatentativeindicationthatethicalculturemaybebeginningtoimprove.Oneintervieweenotedthat:
Banksarelargeandhavecommandandcontrolstructures,sothere’sanabsenceofatonefromthetopandit’sdifficulttoseewhereyouwouldgetachallenge.
Therealchallengeofabankinthefuturewithaproperculturewouldbethatthey’drecogniseatanearlystagethatPPIwasanaccidentwaitingtohappen,andratherthansimplysitoffitwiththeprofitsuntil…somebodyoutsidesays‘stop’,somebodyinternallysaystakeanactiontoforgoshorttermprofitsforlongtermreputationalgain.Theremaywellbethosethingsstartingtodevelopinbanks.Atthemomentwedon’tknowbecausewe’restilldealingwiththelegaciesofpastthingsandfinesetc.Culturallyitmaybesomeofitmayhavechanged.
17. Therewassomediscussionofthewayculture,conceptualisedas‘thewaythingsaredonearoundhere’,istransferredinbanks.Whereas,inthepast,organisationscouldrelyonlongstandingtraditionstoinculcateasetofvaluesandapproachesintheiremployees,therewasaconcernthatthishasbeenlost.Initsabsence,newwaysofrestoringethicalculturesneedtobeestablished,whichcouldincludeincreasedprofessionalisation.Mostintervieweeswhoexpressedanopinionthoughtthatbanksarecurrentlyalongwayfromacultureofprofessionalism.
Ijoinedagoodoldfashionedbankthathasbeenaroundfornearly300years.Actuallythepeoplearoundyou,infusedyouwithalotofwhatwewerelearningatthetime,thehistory,theculture,theriskmanagementaspectofwhatyouweredoingforclients,managing
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money,puttingmoneytogooduse.Iwouldsaypartoftheeducation,partoftheprofessionaldevelopmentwasjustbeinginagood,oldorganisationwithveryqualifiedpeoplearoundyouwithenormousexperiencewhosejobitwastoimpartthatknowledgeandculturetoyouasayoung,traineebanker.
Asnotedaboveatpoint15,someseniorintervieweesinbanksandbuildingsocietieswerescepticalthatthefirmsthemselveshavetheexpertisetoaddressthisandwerelookingtoprofessionalbodiestohaveavisionwhichwouldembracethischallenge.
4.2 Professionalqualifications4.2.1 Thevalueofprofessionalqualifications18. Overall,intervieweesfrombanksandbuildingsocietieswerereluctanttoendorsethevalueof
theprofessionalqualificationscurrentlyavailable.Forexample,onecommentedasfollows:
Iftherewasamechanismthatwasasafeguarantorthatsomebodyhadthatcapabilityandcompetence,Ithinkwewouldbeinclinedtouseit.Idon’tthinkthemechanismsthatexistarereliableindicatorsthatthatisthecase.
Onemajorreasongivenforbanksandbuildingsocietiesnotvaluingqualificationswasthesheernumberofqualificationsavailable.Somebankandbuildingsocietyintervieweessaidthat,eventhoughtheyhadresponsibilityforprofessionaldevelopmentofstaff,itwasnotpossibleforthemtokeepabreastofallthequalificationsavailableand,inparticular,oftheirrelativeworth.Severalintervieweesnotedtheneedformoreclearlydefinedpathwaysbetweenprofessionalqualificationsandforprofessionalbodiestodomuchmoretohelpwiththat(see‘pathwaysandframeworks’below).Intervieweesnotedthatitisnotjustprofessionalbodieswhoofferqualifications,butalsoacademicinstitutionsandindependenttrainingproviders.Overall,thereappearstobeaproliferationofqualificationsinthesector:
Idefinitelythinkit…wouldbehelpfulforbankingtohaveitstreamlined,andthenitwouldhavetobereally,reallyclearwhatthestandardsactuallyare.
19. OnefirmreportedthatithadrespondedtotheproblemoflackofcalibrationbypartneringbothaprofessionalbodyandaUniversitywiththelatteraccreditingthelevelofaqualification.
20. Whenaskedabouttheviewsofleadersinorganisations,somebankandbuildingsocietyintervieweesfeltthatleaders,oratleastseniorleaders,werenotmuchinterestedinqualifications.Again,giventhenumberofqualificationsavailable,leaderswouldbeunlikelytobeawareofthematanylevelofdetail.Inlargerorganisationssomenotedthattherewouldbeseverallevelsofleaderssothatdifferentanswerswouldapplyfordifferentlevels.However,abankorbuildingsocietyintervieweeinalargefirmwasconfidenttheywerevaluedbyleaders:
SoIwouldsaythatifyoutalkedtothemostseniorindividualsintheorganisation,Ithinktheywouldlargelybeadvocatesofprofessionalqualifications…ifyouwanttodriveculturalchange...[and]there’llalsobepeopleinthatgroup[mid-levelleaders]whowouldbeadvocatesbecausetheyseeitasaninvestmentinthem,theyseeitasbeinglike‘Iwanttofeelproudagain’…
Andanotherseniorbankorbuildingsocietyintervieweecommented:
Ithinkit’scoretoleadershiptoshowtopeopleactuallytherearestandardsthatneedtobemetandyouneedtotestyourselfagainstthosestandards.That’swhereprofessional
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qualificationsshouldcomein.Sadly,atthemomentIdon’tthinkthey[professionalqualifications]do[comein]enough,butitistheleadersofbusinessthatshouldbesayingthat.
So,wherequalificationsarevalued,thismaybetheresultofseniorleadershavingprofessionalisationontheiragendaandthensuccessfullydrivingthisthroughtheorganisation.
21. Somebankandbuildingsocietyintervieweesexpressedaviewthatqualificationswerenotsufficientlyrelevant,specificorup-to-date:
AlsoIthinktheprofessionalbodiesthemselvesaregoingtohavetomakesureandgainthetrustoftheinstitutionsthattheyhavemovedwiththetimesandthey’reembeddingthefuturethoughtofwhatpeopleneedinfiveortenyears’timenow.
Somementionedthatbankersnowfrequentlychangecareerpaths,andthatthereisaneedforqualificationpathwaysthatallowforthat.Theneedforqualificationstoberelevant,informedandup-to-datewasalsoaconcerncommonlyexpressedbyprofessionalbodies,includingbankingprofessionalbodies.Therewasaninterestingcommentfromoneinterviewee(fromastakeholderorganisation)identifyingapossiblereasonforqualificationsbeingperceivedasbehindthetimes,whichwasthatusingacademicpublicationsinqualificationsyllabuses‘anchorsyoufivetotenyearsbehindthecurve’,andthatbythetimegoodacademicpublicationshavebeenpublishedandbeenpickedupbyprofessionalbodies,thesectormayhavemovedon.
22. Perhapsunsurprisingly,intervieweesfrombankingprofessionalbodiestendedtothinkthattheirqualificationswerevaluable.Ontheotherhand,theydidnotalwaysthinktheirvaluewasrecognisedbybanksandbuildingsocieties.Severaloftheseintervieweesidentifiedoneofthebiggestdriversforfirmswhodidvaluequalificationsasbeingregulatorycomplianceandthewishtoavoidfines.
23. Oneinterviewee(fromabankingprofessionalbody)identifiedagrowingawarenessoftheneedtosellresponsibly,andaperceptionthatqualificationscanhelpdevelopthistendencyinstaffinvolvedinselling:
Ithinkagrowingdemandiscomingfromthefactthatbanksarestartingtorealisethattheyhavetosellresponsibly,sonotjustaboutsellingtherightsolution,it’ssellingitintherightway.AndI’mcertainlyintheprocessoftalkingwithanumberofthelargebanksabouthowtohelpthemaddprofessionalismtothesalesprocess,aswellasthemoremundanecomplianceissues.
24. Whiletheprimarydriversforbanksmaybeprofitabilityandavoidingregulatorycensure,oneprofessionalbodyintervieweereportedsomesuccessinbroadeningtheinterestsoforganisationsoncetheyhadafootinthedoor.
Ithinktherearetwodrivers.ImeanthebanksarealargeconsumerofourqualificationsandIthinktherearesomebankswhichtheprimarydriverisbettersellingintermsofprofitabilitysosellingasolutionratherthanabunchofproductswhichmayormaynotbesuitable.Andthat’softenwheretheconversationstartsbutagain,asyoustarttoworkmoreclosely,youcanobviouslyopenupeyesto…morethingsthattheprofessionalbodyisinterestedin,aroundstandardsandthings…Ithinktherearehugeareasofdifficultyaroundthe
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compliancesideandhowyoukindofbringstandardsintothat,andIdon’tthinkthebanksdothatparticularlywell.
25. Theassumptionamongthemajorityofintervieweesfromallgroupsappearedtobethatthecontentofqualificationshadtobedrivenbybanksandbuildingsocieties.Asabankorbuildingsocietyintervieweeputit:
That’sright.Theyneedtotakeastepback.Theindustryneedstobesayingtoprofessionalbodies,‘thisiswhatwewantyoutodo.Areyoupreparedtodoit?Ifnot,we’llfindsomeonewhois’.
Thisisunsurprisinggiventhatqualificationsarenotcompulsory,butalsopointstowardsthelackofa‘gold-standard’qualification(seeissue2inthecentralfindings,andthequoteinpoint18above).Ifsuchaqualificationexisted,theprofessionalbodieswouldhavegreaterlatitudetosetcontentthattheythoughtwasvaluable.
Sotherewassomeimpressionthatprofessionalbodiesseethemselvesassupplierstobanks,withbanksascustomers,whichcouldleadtoanassumptionthat‘thecustomerisalwaysright’(seeissue4inthecentralfindings).Thiscontrastswithotherprofessions–e.g.accountancy,law–inwhichstrongerprofessionalbodiesareabletohaveastrongerroleindeterminingwhatconstitutesagoldstandardprofessionaleducation.However,wedidnoteinsection4.1.1thatsomedoseetheneedforprofessionalbodiestostandfirmlyfortheirstandards.
26. Onerevealingcommentbyabankingprofessionalbodysuggestedthat,whilesomebanksareveryhappytopublishthefactthattheyareworkingwithprofessionalbodies,seeingthisasaPRwin,othersarereluctanttodoso,suggestingthattheyseeworkingwithanexternalorganisation–perhapsparticularlyonissuesofethicsandculture–asasignofweakness.
Thegreatestdifficulty…isthatyoumightgoandsee[a]householdnameandthey’reveryhappywithyou,butsay‘youcannotuseournameasarecommendationtosomebodyelse’.Thatwassomethingweraisedinaneditorialarticleinourpublicationquiterecently.AsaresultoftheFCAsayingthey’reabandoningtheirculture-themedexaminationofbanksthen,we’redoingworkwithbanks,whyareyousoreluctanttotellanybodywhatyou’redoing?Ithinkit’sthattheyseeitasadmissionofweakness.
27. Asanindicatorofthevalueplacedonprofessionalqualificationsbybanksandbuildingsocieties,weaskedaboutthesupportprovidedtoindividualswhoareworkingtowardsaprofessionalqualification.Nearlyallbankandbuildingsocietyintervieweessaidthattheirorganisationdidprovidesuchsupportinsomeformorother.Manyqualifiedthisbysayingthattheywouldonlyprovidesupportforobtainingqualificationsthatarerelevanttotheindividual’srole.Somesaidthattheonuswasontheindividualto‘makeacase’forsupport.Othersreportedthattheirorganisationhasapolicywhichsetsoutwhichqualificationstheywouldorwouldnotsupport.Overallthereappearstobealotofvariationinboththefinancialsupportgiventothoseseekingqualifications,andtheamountoftimeoffallowedforstudy.
28. Smallerorganisationsmaybeworriedaboutfundingpeopletogetaqualification,andthenlosingthem:
Thisisfairlyobviousbutit’sanimportanttruthanditcertainlyaffectsthewaywesupportqualifications…iftheorganisationissupportingtheindividualtherehastobeabenefittothe
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individualandtheorganisation.Thetruthis,onceanindividualgetsaqualification,iftheythenleave,thequalificationstayswiththem….
Forthisreason,anumberoffirmshavea‘claw-backclause’onfundingifanindividualleavessoonaftergainingaprofessionalqualification.Butevenlargeorganisationsreportedthattheyhavelimitedbudgets,andmightconsidertheywouldgetabetterreturnontheirinvestmentbyspendingthemoneyonthingsotherthanprofessionalqualifications,forexample,otherformsoftraining.Onesurveyrespondentfromabankorbuildingsocietystatedthat:
Inachallenging,lowinterestrateenvironmenttherewillcontinuetobecostpressuresonProfessionalQualificationbudgets.Inevitablyprioritywillbegiventostudythatisaregulatoryrequirementorwithoutwhichacolleaguewillbeunabletocarryouttheirjob.
29. Theresponsesfrombanking-relatedprofessionalbodiesalsoindicatethatthesupportprovidedispatchy,whichcanbeseenasanindicatorthatbanksandbuildingsocietiesdonotconsistentlyvalueprofessionalqualifications.Someareasreportedconsistentsupport(e.g.compliance,risk)perhapsindicatinggreatervalueplacedonqualificationsintheseareas.
Iwouldhavesaidit’smorethanpatchyasfarascompliance.Literallyallregulatedentitiesnowhaveontheirradar…Thenumberonebusinessrisktobanksthesedays,andthere’salotofresearchonthat,isinfactcompliancerisk.Theyarewellawareofthat.Oneofthesolutionsobviouslyistraining.Iwouldsayit’snotsomuchpatchy.Almostallbankingorganisationsarewellawareoftrainingandeducationandqualificationsinparticularinthisfieldnow.
30. Professionalbodiesalsoreportedalargedifferencebetweenindividualbanksinrespectoftheamountofsupportprovided.Onekeydifferenceseemstobethatinsomeorganisationsprofessionaltrainingisdrivencentrallyandhasacentralbudget,whereasinothersitislefttothediscretionoflinemanagersandfinancialcontributionsmustcomefromdepartmentalandteambudgets.Inthelatterorganisations,take-upofqualificationswasreportedasbeingmuchpatchier.Thisviewwasalsocorroboratedbysomeofthebankandbuildingsocietyinterviews.
4.2.2 Thespecificbenefitsofhavingqualifications31. Overall,theresultsfromboththesurveysandinterviewssupporttheconclusionthat,however
professionalbodiesmayseethemselves,banksandbuildingsocietiesseethemmuchmoreasprovidersoftechnicalskillsandnotsomuchascontributingtoethicsandculture.
32. Thechartbelowshowswhatsurveyrespondentsfrombanksandbuildingsocietiesperceivetobetheadvantagesofmembershipofaprofessionalbody.
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FIGURE2
Aparticularlystrikingresulthereisthatlessthan25%ofrespondentstothebanksandbuildingsocietiessurveythoughtthat‘toimprovetheirethicalstandards’wasanadvantageofmembershipofaprofessionalbody,andlessthan40%saw‘toearnthetrustofthepublic’asanadvantage.
33. While‘toimprovetheirtechnicalskills’,scoreshighlyintheabovechart-over90%-commentsenteredintothefreetextboxaccompanyingthisquestionsuggestthateventhismightnotbeseenuniversallyasamajoradvantageofprofessionalqualifications.Forexample,oneparticipant,answeringonbehalfoftheretailorconsumersector,andwhotickedmostoftheadvantages,commentedthat,‘whilsttheseareadvantagestheyarequiteminori.e.notparticularlysignificant’.
34. Interviewrespondentswhoansweredthattherewerenoadvantagestomembershipwereaskedtoexplaintheiranswer.Onlyoneresponded,explainingthat,‘There is no common "standard" that is recognised/adhered to.’
35. Resultsfromtheinterviews–bothbankandbuildingsocietyandbanking-relatedprofessionalbody–alsosupportthisgeneralpicture.Amongbanksandbuildingsocieties,therewasatbestmixedendorsementofprofessionalqualificationsasadvantageousingeneral,andmoreendorsementofthemasanaidtotechnicalcompetencethantoethicalawareness,behaviourorreputation.Onesaid:
I’msuretheremustbe[advantagesinhavingprofessionalqualifications].We’veseenvalueintheunderstandingourcolleaguesdisplayifthey’vesatandpassedtheFCAexamstobeabletoconductbusinessactivities.
Anothercommented:
Theethicalside,notconvincedby.Itverymuchdependsonthequalificationyoudo.Onwhat’scovered.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Toimprovetheirtechnicalskills
Toimprovetheirethicalstandards
Toimprovetheirpersonalreputation
Tohaveaccesstotheservicesprovidedbyprofessionalbodies
Toearnthetrustofthepublic
Asanopportunityfornetworking
What,currently,aretheadvantagestobankersofbeingmembersofabankingprofessionalbody?(Firmsurvey)
Total'yes' Total'no'
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Evenontechnicalcompetence,however,somebankandbuildingsocietyintervieweessaidthatprofessionalbodyqualificationsdonothaveahallmark,andsoarenotusedasanindicatorofqualityofajobcandidate,forexample.
Itdoesn’tcarrythathallmarkthatdifferentiatesagoodpersonintermsofcapability….That’soneofthebiggestproblemswehavewithit.
Othersnotedthatpeoplecanacquiretechnicalskillsinotherways.
36. Somebankandbuildingsocietyintervieweestalkedaboutprofessionalqualificationspotentiallyhelpingwithunderstandingbanks–andwithprovidingacommonlanguageorcommonunderstanding:
Ithinkthereismeritinactually‘whatisbanking’initsbroadestsense.Oneofthethingswewouldseeasatestofcompetenceis‘doyouunderstandhowabankmakesmoney?’Thereissomethingaboutthatabsolutely.
Anothersaid:
Tohaveabaselevelofcommonlanguage,commonunderstanding,commonframeworks,sothatyoucouldbringthattobearalreadyinthebank,thenyoucouldspendmoretimelearningtheXwayofdoingsomething,orhowtomakeitbetteretc.Soitwouldabsolutelybeveryhelpful,notjustfromtheregulatory[pointofview]buthowtospeedthingsupandgivepeopleacommonplatformandlanguagetomoveforwardwith.
37. Evenamongprofessionalbodyinterviewees,fewpeopleidentifiedethicsortrustworthinessasamotivation.Responsestendedtoemphasisetechnicalcompetenceorprofessionaljudgmentratherthanspecificallyethicalskillsorunderstanding.
38. Intheinterviews,themostcommonlycitedmotivationforgainingaqualificationwasforcareeradvancement,thoughthiswasnotuniversallyendorsed:quiteafewreportedthatitwasnotinfactrequiredforadvancingintheirorganisation.Oneviewexpressed(byabankorbuildingsocietyinterviewee)wasthatqualificationsweremorehelpfulforcareeradvancementinlargerorganisations:
Ifyou’rewithasmallorganisation,Idon’tthinkitdoes[help]becausethereisverylittlecareerprogression.
Somefeltitdependedonwhatareatheindividualwasworkingin,distinguishingcounterstafffromsomeotherareas,especiallythosewherethereisaregulatoryneed.Sosomefeltqualificationswereofvalueforsomelevels,butnotothers.Somebankorbuildingsocietyintervieweessaidthey(i.e.thefirms)coulddomore:
Onethingwecoulddoisrevisitourpolicyonhowpeoplecanprogresswithintheorganisation…..Ithinkweneedtobesayingtothem,‘yournextstepis…’andthatstepisaprofessionalqualification.Ithinkwecouldsetanexamplethere.
39. Thismixedviewwasmatchedbytheviewsofsurveyrespondents,particularlythoseinbanksandbuildingsocieties.Bothprofessionalbodyandbank/buildingsocietyrespondentswereaskedspecificallyabouttheusefulnessofprofessionalqualificationsforcareerprogressioninbanking.Theresultsaresummarisedinthetwochartsbelow:
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FIGURE3
FIGURE4
40. Financialriskmanagementandcompliancewerebothnotedasareasinwhichemployersoften
expectpeopletohavespecificqualifications,thoughtheyarenotaregulatoryrequirement.Theprofileofbothareasappears,unsurprisingly,tohaveincreasedgreatlysincethecrisisof2007/8.
41. Twoprofessionalbodyintervieweesmentionedbeingpartofa‘communityofinterest’asanimportantbenefitofmembership.Notably,bothoftheseintervieweescamefromestablishedprofessionalbodieswithaRoyalCharter.
Insectorswherethereisastrongprofessionalbody,you’llfindthatthatbodyalsoactsasaportofcallforthoseindividuals.Soifthey’vegotaproblemwiththeiremployerorethicalstandards…you’llfindthatthey’vegotethicaladvicelinestosupportthem.Inmyexperiencethatisnotsomethingyouassociatewiththebankingindustry.
However,thisideawasalsopickedupbyabankorbuildingsocietyinterviewee:
0
1
9
4
2
1Notatalluseful
2
3
4
5Veryuseful
Howusefuldoyouthinkhavingaprofessionalqualificationinbankingisfor careerprogressionin yourorganisation,
currently?(Firmsurvey)
3
8
7
10
7
1Notatalluseful
2
3
4
5Veryuseful
Howusefuldoyouthinkhavingaprofessionalqualificationinbankingisfor careerprogressionin banking,currently?
(PBsurvey)
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Icanseethevalue…thatyouhave[a]bodythatsays‘here’sthestandards,here’sthequalificationsyouhavetohavetobeabletopracticeinthisarena,andhere’stheongoingwayofworking.Thereisastrongsenseofcommunityandbelongingandprofessionalismandwe’reallinitbecauseofthis.’
4.2.3 Qualificationsandregulatorycompliance42. Severalintervieweesfrombanking-relatedprofessionalbodiesidentifiedareasinwhich
qualificationsarerequiredbylaw.Theseincludemortgageadvice,financialadvice(throughtheRetailDistributionReview–severalprofessionalbodiesaresetuptoprovidestatementsofprofessionalstanding)andotherspecificfunctionssuchaslawandaccountancy.Unsurprisingly,mortgageandfinancialadviceareimportantareasforbankingprofessionalbodies.
43. Theseniormanager’sregimedoesnotrequirepeopletobeprofessionallyqualified,butitdoesrequirepeopletodemonstratethattheyarecompetent.Severalprofessionalbodyintervieweesstatedthataqualificationwasasimplewaytodoso.Butitwasdifficulttogetaclearviewofhowsuccessfulprofessionalbodieshavebeeninlinkingtheirqualificationstothisregulatoryrequirement.OnebankorbuildingsocietyintervieweecommentedthatifPBscouldmakesuchlinksthatwouldbehelpful:
Whatwouldbequitehelpful,Ithink,andthiswouldbevalueaddedratherthanwhatweneedtodo,isprobablyhavingdonesomeofthejoiningupforus.SohowdoesyourqualificationconnecttowhattheFCAistalkingaboutrightnow?WhatdoesitmeaninconnectiontoSMR?Whatdoesitmeaninconnectiontothecertifiedregime…?Sothere’sprobablyabitof‘howdoyoupackageaproductforyourcustomer?’
44. Professionalbodiesseethecertificationandseniormanagers’regimesasanimportantsourceoftake-upofqualifications.Itdoesnotappear,though,thatthereisaframeworkofqualificationsspecifictotheregime.Onebankingprofessionalbodyintervieweenotedthatthecertificationandseniormanagersregimesarehelpfultothemassuppliersofqualifications:
Theregulatoryframeworkthat’sbeinglaidoutatthemomentlendsitselfquitenicelytothatbecauseitincreasestheimportanceoftrainingandcompetencegenerallywithinthebankingindustry.
45. However,anotherbanking-relatedprofessionalbodyintervieweenotedthatthefocusonregulatorycompliancecouldleadtoaconcentrationoncompliance-relatedqualificationsattheexpenseofmoregeneralqualifications.
Thebanksdon’twanttospendmoney,youknow,theyhaveafinitebudgetwhichneedstobespreadacrossanumberofareasandtheywanttogetasmanypeoplethroughregulatorytypequalificationsuntiltrainingroundcomplianceandthey’llhaveasmallerpotavailableforeverythingelseandthatdoesn’tnecessarilyincludeCPD.
46. Anotherbanking-relatedprofessionalbodyintervieweenotedthatprofessionalbodiesgenerallyhavefounditdifficulttodevelopqualificationsthatadequatelycoverregulatoryrequirements,duetothefastpaceofregulatorychange,andalsonotedthatprofessionalbodiesmayhavebeenlesssuccessfulindevelopingtrainingthatwouldhelpwiththe‘softerside’ofregulation.
Itwouldbethesoftersideofregulationandcustomerrelationshipsthattypicallyarecatalysedbysomeformofregulationsuchastreatingcustomersfairlyortreatingcustomers
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appropriatelyinvulnerablecircumstances.Thatisanareawheretherehasbeenalotlessthinking.Intermsofthemorehardedgedlegislativeandregulatorydevelopmentthere’stypicallyabitofalag.Giventhatoverthepast7/8yearsthere’sbeenunprecedentedlegislativeandregulatorychange,themembershipbodieshavefoundittoughtokeeptheirqualificationscurrent.
47. Anotherbanking-relatedprofessionalbodyintervieweenotedthatco-ordinationofprofessionalbodies’CPDactivitieswouldalsohelpthemtobemoreeffectiveinmeetingtherequirementsofregulatoryregimes.
AnotherelementofthisisaroundCPDandIsupposeinpartitlinkstotheIndividualaccountabilityregimeandtheseniormanagersregimetoperhapsalesserextent.Thereisarecognitionnowthattheindustryneedstobealotbetteratrecordkeepingintermsofpeople’squalifications,whatCPDthey’vedone.[IntheorganisationIusedtoworkfor]therewasoftenlimitedfollowupandcertainlynoconsistentrecordkeepingfromyear-to-yeartoactuallycapturethisandtomonitorhowthingsweregoing.Soitwasverymuch…downtoyourlocalmanager,howtheydealtwithitand…theproblemis…alotofpeoplehavebeenonsomegreattrainingdaysanddonesomegreatthings.But…allthoserecordsarelost.Whichisagreatshame,soIthink…aswellasallthesegreatqualifications,thereisaneedtolookatthewholeCPDpiece,bothintermsofthequalityofitandintermsofthebreadthofitbutalsointermsoftherecord-keepingsideofitandIthink…there’ssomeneedfor…co-ordination…betweenthememberfirmsandprofessionalbodies…becausetheproblemisifeachdoestheirownthing,independently,that’snotgreatbecauseit’snotveryefficient,andactuallyitwon’treallycoordinateverywellsoactuallyagreeingsomestandards,agreeingsomecommonapproachestothiswouldalsobeveryhelpful.
Insimilarveinabankorbuildingsocietyintervieweesaid:
Mysecondthoughtis;howdoesitsupersedewhattheregulatorisaskingustodo?Whatcouldaprofessionalbodytakeawayfromtheregulatorsandmakesimpler?Becausewegetmassiveoverlapswiththisregulatorwantingthisandthatregulatorwantingthat.It’sactuallythesamestuff,theyjustwantdifferentformatsorinanswertoslightlydifferentquestions.We’vespentalotoftimereportingtoaregulator.Soifaprofessionalbodycouldsimplifythat,tosay‘theregulator’sheretodothisandtheprofessionalbody’sheretodothis,andifyouadheretotheprofessionalqualificationframework,thatgivesyouthereallygoodbestpracticemethodologiesandproofsthatsaythatyourpeoplearehittingthisstandardandrequirementthatyoucanthenreporttotheregulator,’thenthatwouldbegreat.
4.2.4 Ageneralqualificationinbanking48. Weaskedallintervieweeswhethertherewasvalueinageneralqualificationinbankingas
opposedtospecialistqualificationsindifferentareas.Theoverallconsensusamongallintervieweegroupswascautiouslyinfavour,withsomeenthusiasticallyinfavourandsomeagainst.
Webeginbysettingoutviewsfromthoseinfavourandthennotequalificationsorreservationsthatwereexpressed.
49. Severalbankandbuildingsocietyintervieweesexpressedverypositivesupport.Onesaid:
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CertainlywhatIhaveisageneralqualification,soitbasicallytouchesalmosteverythingabankdoes….AndIthinkitgivesyou,especiallywhenyou’reenteringtheprofessionitgivesyouthatbroadknowledgetothenhaveabetterideaofwhatyoumaywanttodoifyoudowanttospecialise….IfinditsousefulandalotofpeopleI’veworkedwithwhocameinsubsequentlyfinditvery,veryuseful.
Anotherequallyseniorintervieweecommented:
Ifyoucoulddefinewhattherightqualificationwas,tohaveabaselevelofcommonlanguage,commonunderstanding,commonframeworkssothatyoucouldbringthattobearalreadyinthebankthenyoucouldspendmoretimelearningthe[firm’s]wayofdoingsomethingorhowtomakeitbetteretc.Soitwouldabsolutelybeveryhelpful,notjustfromregulatorybuthowtospeedthingsupandgivepeopleacommonplatformandlanguagetomoveforwardwith.
Andathirdsaid:
Abankingqualification,Ithinkmyviewissomethingatafairlybasicintroductorylevelwouldbeofvaluetoeveryone.ButIthinkwe’dneedtobecleverhowwesoldittothem.
Andanother:
Ithinkthatmoregeneralviewofhowafinancialservicesbusinessworksandhowitallpullstogetherisimportant.
Finally,anotherobserved:
Theargumentaroundhavingacollectiveviewofwhatbanksareheretodoforsocietywouldbeareallygoodthing.BecauseIdon’treallythinkanybody’sclearonthat.
50. Withtheunsurprisingexceptionofthoseprofessionalbodieswhoareprovidersofgeneralistqualificationsatalllevels,mostintervieweesfrombanking-relatedprofessionalbodiesfeltthatthegeneralelementofqualificationswouldneedtobeatquitealowlevelinordertobemeaningful.
Someprofessionalbodyintervieweesnoted,however,thatthoseinveryseniorpositionsneededtohaveageneralunderstandingofbankingatahighlevel.Thisraisesthepossibilitythatanoverallframeworkofbankingqualificationsmightbemoregeneralistatlowerandhigherlevels,withincreasedspecialisationinthemiddle.
Myview,andI’vehadacareerinbanking,wouldbethatgenerallyasyouembarkonthatcareeryouwouldideallytakesomequalificationswhicharequitewideranging.Graduallyyouwouldfindyourareaofexpertiseandasyouprogresswouldbecomemorespecialised.
51. Inasimilarvein,thebankandbuildingsocietyintervieweesalsocommonlyobservedthattherewouldbeaneedforgreaterspecialisationatlaterstages.Onesaid:
Ithinkit’sofhugevalue….likelawyers….They’dhaveamoregeneralqualificationfirstandthenbecomespecialist.Ithinkit’sessentialbutit’snothappeningatthemoment.
Anothernoted:
[Tieredlevels],whichtherealways[were].Inthepastyouhadsomeonewhowas,Ithinktheexpressionwascertificated,youhadassociatesandyouhadfellows.Themovebetweenthelattertwowaslargelyaroundserviceandpositionintheorganisation.Butthere’dbenothingtostopthatbeinglinkedtoCPDforexample.…..Wherethebankingandbuildingsocietyprofessionlostitswaywasnotthinkingofitselfasaprofession.
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Andathirdsaid,alsoreflectingontiersofqualifications:
Inestablishingaprofessionalbaseline,Ithinkthatissomethingtoconsider.Thenthequestionis,atwhatstagedoindividualstakeandcompletethosequalifications?Thatgoesbackto…banding.Sodependingonwhereyouenteranorganisation,yourpotentialforprogressionisbasedonyourabilitytoproceedthroughthoseexams.Itmaybethattheemployersaysifyouhaven’tcompletedthosewithinthreeyears,toatleastentrylevel,thenyou’llhavetoleavetheorganisationbecausewe’renotdeemingyouprofessional,oryoucan’tadvanceanyfurther.
Intermsofappropriatelevelsonesuggested:
AsyoucomeinthroughthedoorIthinkutmostimportancethatyourcorefoundationisset……Andthenthenextmostimportantplacefromapersonalviewwouldbewhenyou’reanewmanager…toinstillong-termbehaviours.
52. Oneintervieweefromabanking-relatedprofessionalbodysuggestedthatalackof‘bigpicture’understandingwasoneofthecausesofthebankingcrisis,withbankersworkinginsiloswithoutunderstandingtheknock-oneffectsoftheirwork,andultimatelytheeffectoncustomers.Ageneralqualificationwasidentifiedaspotentiallyeffectiveincounterbalancingthistendency:
Ithinkit’sabsolutelyvitalthatifwearedevelopingpeoplethatareintendingtorunbanksorrunlargepartsofbanksorevenpartsoflargebanks,whichyouknowarevitalpartsinthemselves,theyneedtohaveabroadrange,abroadknowledgeandexpertiseofbankingandhowitallfitstogether.
53. Oneprofessionalbodyreportedthattheyareoftenaskedbybankstoprovidebasicgeneraltraining:
That’ssomethingthatwedoquiteabitof,wedooftengetaskedbybankstogoanddoreallysortofbasic‘thisiswhatabankis’typeoftrainingtocohortsofstaffinbanksthatarenotbankspecialists….Thereisonebankthatwequiteregularlygoinandspeaktonewrecruitsoftheirfinanceteams.They’renotcustomerfacingandthey’reverywelleducatedintermsofaccountingbuttheydon’tnecessarilyknowwhatbanksareandwegoinandspend…alittlebitoftimesaying,‘thisiswhatbanksare,thisishowtheywork,thisiswhatyourroleisinthebankandthisiswhyit’simportant’andallthatsortofstuffandmaybeit’sthatkindofbasicknowledgethatyouwouldexpect.
54. Somebankandbuildingsocietyintervieweesexpressedtheopinionthatageneralqualificationhasthecapacitytoprovide‘agoodgrounding’,whichwouldprovidecontinuityforbankerswhoarelikelytomovearoundalot,whetherwithinorbetweenorganisations(seeSection4.2.4.1belowformoreviewsaboutcontent):
Tohaveanestablishedbaselineofknowledgeofpeoplewhohavebeeninotherorganisationsandknowthatwhenyoutakethemthere’sacommonunderstandingofthebasics,couldbeverypowerfulwhichmeansthereislessofarequirementofyoutorebuildthatcapabilityineveryonewhojoinstheorganisationconsideringtheymightbethereashorttime.
Banking-relatedprofessionalbodyintervieweesalsotendedtothinkthataqualificationcoveringthefundamentalsofbanking,andpromotingageneralunderstandingofthewaytheindustryworks,wouldbeuseful.
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I’mstaggeredatthenumberofpeoplewhodon’treallyknowwhatbanksdoeventhoughthey’vebeenworkingintheindustryforseveralyears.Thatwouldsuggestthereistheneedforgeneralorgenericqualificationsbutalongside[that]it’sequallyimportantthereisbothspecifictechnicalandemotionaltrainingaswell.Idon’tknowthataforeignexchangetraderonatradingfloorreallyneedstogettoomuchdeptharoundvulnerableconsumersandtreatingcustomerswithempathy,butequallyshouldbeveryclosetowheretheethicalboundariesintheirrolemightlie.
Ifyouworkinabank,youshouldhaveabroadbaseofknowledge,youshouldknowthepurposeandfunctionofabank,youshouldhaveanideaaroundtheroleofcentralbanks,youshouldhaveanideaaroundinterestrates,howtheymayimpactyourcustomers.
Nowadaysbankingisincrediblybroad.Whatusedtohappen…isyoualltendedtocomeinandworkinabranch,dothebankingqualifications,thenifyouwentintoHR,goinHRhavingbeeninabranchorgoandworkinmarketinghavingbeeninabranch.Nowadaysmanycolleagues,howevertheyjointhebank,willjustgostraightintoHR.They’llbeworkingforabankbutmayneverhaveactuallyworkedinabranchorhaveexperienceoffrontlinebanking.Atthemomentwe’relookingatdevelopingsomethingin-houseaboutbankinggenerally.Itisalmostthatchallengeofsomebodywhoworksinanoffice,inabank,butactuallydoesn’tdealwithbankingdaybyday,seeing…whytheyneedaqualificationaboutbanking.
55. Anumberofintervieweesalsosawthatahigh-profilegeneralqualificationcouldhaveavaluableroleinfosteringasenseofprofessionalidentity,andreturningasenseofprideinbanking:
Theyseeitasbeinglike‘Iwanttofeelproudagain’….
56. Weturnnowtoanumberofintervieweeswhoidentifiedreasonstodoubtthevalueofageneralqualification,orreasonsforcaution,evenifoveralltheyendorsedtheidea.
57. Onesourceofdoubtwasthequestionofwhetherbankingisaprofession.Ifnot,itmightbebettertoconcentrateonqualificationsinspecificareasincludingthosethataregenuineprofessions.Thefollowingquotationisfromabanking-relatedprofessionalbody,butnotoneofthecorebankingprofessionalbodies.
Ihavemydoubts.Iwouldn’tsay‘no’,butthepointisthereisn’tabankingprofession.There’sabankingindustry.Idon’tthinkthere’saprofessionthesedays,itissowideandcomplex.Thatcomesbackto‘whatisaprofession?’,andIthinkyouhavetoanswerthatquestion.Therearecertainbadgesofprofessionalism.Oneisthatyouhaveadutyofcaretoyourclient,whichisdifferentfromadutyofcaretoyouremployer.That’smaybethecaseinsomebankingtransactionsbutit’snotthecaseinallbankingtransactions.Withouttheactivesupportoftheemployer,whorecognisesthattension,Ithinktheideaofageneralqualification,professionalasopposedtoacademic,willbeanon-starter.
Bycontrast,twoseniorbankorbuildingsocietyintervieweesrejectedthisview,saying:
Ithinkit’svitalthattheworknomatterwhattheroleisalwaysservingaclient.
…and:
Wherethebankingandbuildingsocietyprofessionlostitswaywasnotthinkingofitselfasaprofession.
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58. Itwasnotedbybankandbuildingsocietyintervieweesthatthevastmajorityofbankerscurrentlyintheindustry,includingthoseinseniorpositions,donothavesuchageneralbankingqualification.Ifitwasgoingtobecomeanexpectationthateveryoneintheindustryshouldhaveaqualificationinbanking,therewouldbeaquestionastowhattodoabouttheseexistingemployees.Iftheywouldallbeexpectedtotakeaqualification,thenumberstakingthemcouldbehuge,anditmightbeunreasonabletoexpectanexperiencedbankertotakewhatmightbeaquitebasicqualification.Onebankorbuildingsocietyintervieweealsoaskedwhatwouldhappenifanexperiencedbankerfailedthequalification:
….youknow,it’snotexactlyanincentiveforpeoplewho’vebeenabankerfor30yearstohavetositforaqualificationwiththeprospectofbeing[failed].
59. Itwasnotedthatbankingisanincreasinglyinternationalindustryandthattheremightbeanissuewiththeinternationalrecognitionofqualifications.However,somethoughtthatthispotentialissuecouldbeovercome.OnebankingprofessionalbodyintervieweenotedthattheUKisseenasaleaderinthefinancialservicesindustryandthatanexpectationforbankerstotakeageneralqualificationinbankingmightbelikelytospreadtoothercountries.Asimilarviewwasexpressedbyabankorbuildingsocietyintervieweefromalargemulti-nationalfirm.
60. Afurtherdifficultynotedbybankandbuildingsocietyintervieweeswastheissueofdeliveringageneralqualificationtodiversegroups,forexamplethoseenteringabankwithanMBAandthosecominginstraightfromschool.Butothersfeltthatthesepedagogicalissuescouldbeovercome.
61. Onereasonforcautionexpressedbyanumberofintervieweeswasthethoughtthatcreatinganexpectationforbankerstobequalifiedmightlimitthediversityofthesector.Abankorbuildingsocietyintervieweenotedthatdiversifyingitsworkforcewasakeyaimfortheirorganisation,andexpressedconcernthatstandardisingtheentryrequirementsmightnotbeconducivetothis.Thesameintervieweewasconcernedaboutthepotentialeffectonskilledemployees,forexample,aprogrammerwhohadthepotentialtobecome‘thenextSteveJobs’mightbeputofffromworkinginthebankingsectoriftherewereonerousrequirementsintermsofqualifications.
4.2.4.1 Thecontentofageneralqualificationinbanking
62. Ifthereistobeageneralqualificationinbanking,orasetoftieredlevels,thenthequestionofcontentarises.Bankandbuildingsocietyintervieweeswhofavouredsuchaqualification,orsetofqualifications,hadfairlyclearviewsontheoutlineofitscontent:
ButIdothink,basedonmyexperienceintheindustry,that…there’ssomebodyjustunderstandingabasicprofitandlossaccount,andabasicbalancesheetandhowwemakemoneyinthisbusiness,evenataverylowestlevel,Ithinkit’savery,verygoodthing.Itputstheminamuchbetterplacetounderstandwhywemakesomeofthedecisionswemakearoundinterestrates,arounddifferentaspectsof[thebusiness]-whichmakesthembetterabletodealwithconsumers….
….it’saverygoodthingtounderstandhowbankingmarketswork,howcapitalmarketswork,thevarioustypesofexposuretoriskmanagement.
….howyouassessrisk,whatrisksarethere,howyoufund,whetherit’sfromretailorwholesalemarkets,howthosemarketswork.
…someofthekeyelementsofwhatbankingisandbanking’sroleinsociety.
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…..Especiallythatsocialpurposerole.That’swherealotofbankerslostfocusinthecrisisandwherealotofthediscussionaboutbringinginprofessionalismcame.
63. Summarisingfromtheseandothercomments,intervieweescanbeseenassuggestingthatpossibleelementsofageneralqualificationinbankingshouldinvolveatleastageneralunderstandingof:
o Howthedifferentelementsofbankingfittogether;
o ‘Wherethemoneycomesfrom’,andtheflowofcashfromsaversandtoborrowersorinvestors;
o Risk,fundingandmarkets;
o Thehistoryofbanking;
o Thesocialpurposeofbanking;
o Asetofcoreethicalprinciplesthatunderpinprofessionalbehaviour,includingthedutytoservethepublicinterest;
o Theregulatoryandgovernanceframework.
64. Thustherewasabroadconsensusthatthe‘technical’contentshouldbeatafairlybroadlevelofgeneralityandthatafocusonmattersofethics,regulation,andconductwouldbeaccessibleto,andimportantfor,allbankingemployees.Astwoprofessionalbodyintervieweessaid:
Itcanfocusonsomeareasthatprobablytranscendallpartsofthebankingindustry:ethicsandintegrityandthosesortsofdisciplinesifyoulike,issomethingthatonecouldenvisagebeingrelevanttoeverybody.
Iwoulddescribethatinsomerespectsasaregulationandethicstypequalificationwhichsetsouttheregulatoryframework,helpsindividualsunderstandhowit’sputtogether,whattheirobligationsandresponsibilitiesare.Youcouldtailorthattothebanks’owncodesofconduct.
65. Oneintervieweesuggestedthatthedesignofanygeneralqualification(orframeworkofqualifications)shouldbecarriedoutbyprofessionalbodiesandfirmsworkinginpartnership.
66. Therewassomediscussionhereofthespecificneedsofbuildingsocieties.Whilethereareclearlylargeareasofcommonconcernbetweenbanksandbuildingsocieties,therearealsodifferenceswhichareseenasimportantbybuildingsocietiesthemselves.Therefore,anyqualificationframeworkwouldneedtoreflectthisinordertobeseenasvaluablebythebuildingsocietysector.Thesedifferenceslargelyarisefromthedifferentownershipstructureofbuildingsocieties,andwouldincludeethicalandculturalconcerns:buildingsocietiesseetheirultimateresponsibilityasbeingtotheirmembersratherthantoshareholders,andatleastoneintervieweesuggestedthatthishadanimportanteffectonthecultureanddecision-makingapproachintheirfirms(whilstacknowledgingthatissuessuchastrustwerecommonacrossthebankingandbuildingsocietysector).Ageneralqualificationwouldperhapsneedtohavesomecontentspecifictobuildingsocieties,therefore,butdeliveryisalsoimportant:buildingsocietieswouldbelikelytovaluetrainingdeliveredbypeoplewithexperienceofworkingintheirsector.
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67. TheBuildingSocietiesAssociationiscarryingoutanextensivegapanalysisofqualificationsandtrainingavailableintheirfield,whichcouldbeofvalueindevelopinggeneralcontentandaframeworkofqualifications.
4.2.5 Pathwaysandframeworks68. Overall,intervieweeswereenthusiasticabouttheideaofcommonpathwaysamong
qualifications,orframeworksofqualifications,andseveralbankandbuildingsocietyintervieweesexpressedadesireformoreguidanceonsuchpathways,whetherfrombanking-relatedprofessionalbodiesorfromacanopybody.Abankorbuildingsocietyintervieweesaid:
TheotherthingIthinkprofessionalbodiesdowellorcancontributeinis‘here’sthestructureofthecareerpath,here’sthetrainingfromadevelopmentperspectiveandalsofromaroleperspectiveandalsoanexperienceperspectivethattypicallyyoumightexpectasyou’regoingthrough.’
Anothersaid:
Ithinktheinstitutesandbodiesshouldbebetteratsignpostingwhatcomesnext.Ithinktheysay,‘you’vegotit,we’reofferingthisnextone,’butthenextonemaynotbetherightone.Itmaybeforadifferentbodyorspecialityandyou’reworkingyourwaythroughalmost,notquiteblindly,butifyou’relookingatsaynineteenbodies,afteryou’vedonethatyou’rebesttoactuallygosomewhereelse.AndIdon’tthinkthere’sthatframework.
Thesepathwaysorframeworkswouldincorporatequalificationscontainingsomegeneralcontentalongsidesomespecialistcontent.Onesuggestionmadebyabankorbuildingsocietyinterviewee,forexample,wasforthreetiersofqualifications:oneverygeneralentrylevelqualificationforallnewstarters,oneforslightlymoreexperiencedbankerswhoarestartingtotakeonmoreresponsibility,andthenathirdforthoseenteringaleadershiprole.
69. OneintervieweefromastakeholderorganisationmadeacomparisonwithCharteredSurveyors:
That’sthepointwiththesurveyor,sotheycanallhavethetitle…of‘charteredsurveyor’,butitthenhasa‘charteredsurveyordashmanagementconsultant’,‘charteredsurveyordashruralproperty’.Soifthey’regoodenoughoriftheywant,theycouldhavetwospecialisms.Butif…you’regoingtothemforadvice,youknowwhichfieldyou’rewithin,withinthatwholeindustrythatthey’retheexpertsfor.
70. Someofthebankingprofessionalbodiesappeartohaveputalotofthoughtintopathwaysamongtheirownqualifications,andtohowqualificationsatdifferentlevelssupportbankersatdifferentstagesoftheircareer.
71. Someintervieweesreportedbeingawareoftheirmembersalsobeingmembersofotherprofessionalbodies.Forexample,aqualificationfromtheACTistypicallyasecondprofessionalqualification,withmostmembersalsobeingmembersofICAEW.However,thereappearsingeneraltohavebeenlittleattentiongiventopossiblepathwaysamongqualificationsofferedbydifferentprofessionalbodies.
72. Paragraphs66and67above,concerningBuildingSocieties,mayalsohavesomerelevancehere.
4.2.6 Areasinwhichqualificationsarelacking73. Inordertogetasenseofwheregapsexistcurrently,weaskedintervieweesinwhatareasthey
perceivedqualificationstobelacking.Thisprecipitatedconversationsabouttwoseparate
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issues.Firstly,intervieweesidentifiedareasinwhichtherewasalackofavailablequalifications,inotherwords,areasinwhichprofessionalbodies(andotherorganisations)arenotcurrentlyofferingqualifications.Theimplicationhereisthateitherthereisademandforthesemissingqualificationsamongfirms,orthereissomeotherreasonwhysuchqualificationswouldbedesirable(forexample,becausethereisaskillsgapwithinfirms,whetherornottheyrecognisethistobethecase),orboth.Secondly,intervieweesidentifiedareasinwhich,whetherornotprofessionalbodiesareofferingqualifications,thereisalackoftake-upofqualificationsamongthebankingworkforce.
74. Intheformercategory(qualificationsthatarenotbeingoffered),intervieweesnotedthefollowinggaps:
o Communicationskillsandother‘softskills’.Severalintervieweesnotedthisgap.Oneintervieweecommentedthatthecurrentlyavailablequalificationsconcentratedon‘hard’technicalskillsattheexpenseofthingssuchascommunicationskillsandemotionalintelligencewhichareequallyimportant.Itisnotclearwhetherthereisexplicitdemandforqualificationsinthisareaalthoughonestakeholderinterviewerstatedthatthiswasarecognisedneedthatwasbeingunderserved.
o Corporatebanking.
o Creditmanagement.
o Qualificationsaimedspecificallyatbuildingsocietiesandspecificallyaqualificationinleadershipforbuildingsocietystaff.
75. Inthelattercategory(qualificationsthatarelackingintheworkforce),intervieweesnotedthefollowinggaps:
o Investmentbankingandthecapitalcommunitiesmarket–someintervieweesfeltthatqualificationswerenotanexpectationintheseareasandperhapstheyshouldbe.
o Thosewhoworkinbranches,andmayworkpart-time,forexampleincashier-typeroles.Anintervieweenotedthatthisgroupwasunlikelytobequalified,andmaynotbetrainedbytheiremployertoagreatextenteither:
Nowadayspeopleinbranchesdon’ttendtotakequalificationsandthat’spartlyareflection[ofthefact]thatlotsofpeopleinbranchesworkparttime;theydon’tgetsupported.Ithinkthat’ssomethingweshouldchange.Andthenofcourseyouhavelotsofpeoplesupportingcustomersfromcontactcentresandsoon…andthensomebanksareverygoodatsupportingtheseareas,butinotherareasyou’llfindthatbankswillsupportthingslikecustomerservicequalifications-historicallyitwouldhavebeensalesqualifications-butnotbankingqualifications.
o Leadersinorganisations-the‘C-suite’(i.e.CEO,CFO,CIOetc.):
Iwouldsay,ifyoumappedacross…theareasofresponsibilitywhereareasonablepersonwoulddeemthat’swheretheproblemwas,you’dalmostfindacompleteabsenceofpeoplewithprofessionalqualifications.Sotheseniorityofparticularareas,youwouldprobablyfindthoseweremissing.
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4.3 Professionalbodyactivitiesbeyondtheprovisionofqualifications4.3.1 Overviewofservices76. Generally,alloftheprofessionalbodiestowhomwespokeappearedtobeofferingallofthe
servicesthatonewouldexpectaprofessionalbodytooffer.Therewere,though,considerabledifferencesinhoweachactivitywasapproached,andsomesignificantquestionsastotheefficacyofwhatwasofferedinanumberofcases.
Forexample,allprofessionalbodieshaveacodeofethics,butitwasnotalwaysclearwhethermembersengagedseriouslywiththecode,orwhethertherewereseriousconsequencesforthosewhobreachedthecode.Anotherexamplecouldbeadviceandguidance.Thiswasgenerallyofferedbyprofessionalbodiesbutnotalwaysinaveryformalway,withformalguaranteesofconfidentiality,etc.Inmanycases,useofadviceandguidanceservicesbymembersappearedtobequitelow.
Weaskedsurveyrespondentsfrombanking-relatedprofessionalbodieswhichoftheservicestheyofferaremostimportantincontributingtolevelsofa)competenceandb)ethicalbehaviourintheindustry.Theresultsarepresentedbelow:
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FIGURE5
FIGURE6
Whiletheseresultsarelargelyunsurprising,oneinterestingpointisthatprofessionalbodyrespondentsappearedtoratetheirprofessionalqualificationsandcontinuingprofessionaldevelopmentasrelativelyonlymoderatelyeffectivewhenitcomestoimprovinglevelsofethicalbehaviour.Thisisinlinewiththeideathatbankingprofessionalbodies,inparticular,seequalificationsasprimarilytheretoimprovetechnicalcompetence.(Notethattheaboveresultsincludethoseprofessionalbodieswhicharenotprimarilyfocusedonthebankingsectoraswellasthosewhichare,andsoitisdifficulttobesureexactlywheretheresultsarecomingfrom.)
6
5
9
9
8
5
Providingprofessionalqualifications
Overseeingcontinuingprofessionaldevelopment
Discipliningthosewhobreachethicalstandards
Providingadviceandguidanceonethicalissues
Providingahelplineforwhistleblowers
Providingacomplaintshandlingfunction
Inyouropinion,whichofthefollowingactivitiescarriedoutbyprofessionalbodiesarethemostimportantincontributingto levelsofethicalbehaviour in
thebankingsector?(PBsurvey)
12
10
5
9
2
2
Providingprofessionalqualifications
Overseeingcontinuingprofessionaldevelopment
Discipliningthosewhobreachstandardsofcompetence
Providingadviceandguidanceontechnicalissues
Providingahelplineforwhistleblowers
Providingacomplaintshandlingfunction
Inyouropinion,whichofthefollowingactivitiescarriedoutbyprofessionalbodiesarethemostimportantincontributingto levelsofcompetence inthe
bankingsector?(PBsurvey)
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4.3.2 Adviceandguidance77. Adviceandguidancecantaketheformofwrittenguidance,perhapsofferedthroughthe
professionalbody’swebsite,orbespokeadviceofferedthroughahelpline(telephoneoremail).Intervieweesdiscussedbothofthese.
78. Manybankandbuildingsocietyintervieweesthoughtthatprofessionalbodiescouldplayavaluableroleinofferingadviceandguidancebothtoindividualmembersandtofirms:
Anexternalindependentandneutraladvisorycapacity…tohelppeoplecalibratewhattheyareseeing.
Itwouldbeagreatthingforthemtocometouswithseminarssaying‘we’velookedatthelegislationhere;thisisourtakeonit’.
However,somequeriedwhethertheprofessionalbodiesactuallyhadthenecessaryexpertisetodothiseffectively,especiallyonethicalissues,aswasnotedearlier:
WhenIlookedatitIthought‘aretheinstitutesforpeopletotellusaboutethics?Dotheyhaveaparticularexpertiseinethics?’I’mnotsayingthey’rebad.Butifoneday,Iwantedtodoastudyonethics,wherewouldIgoto?Woulditbemyprofessionalinstitute?I’mnotsureitwouldbe.
Overalltherewasasensethatbanksandbuildingsocietiesdonotthinkofprofessionalbodiesasoneoftheirfirstportsofcallforadviceandguidance.
79. Somebanking-relatedprofessionalbodyintervieweesacknowledgedthatthisisanareainwhichprofessionalbodiescouldbemoreeffectivethantheyarecurrently.Therewasgeneralagreementontheimportanceofadviceandguidanceandsomefeelingthatthiswasperhapsmissingfromtheofferofprofessionalbodies.
Ithinkthat’saverygoodpoint...Ithinkyou’requiterighttocallthatout.I’mtryingtothinkofthelasttimeIwentoneithertheCharteredBankersortheifswebsites,andIwouldwageritwasprobablytopaythesubsortofindoutaparticularpieceofinformationthatIalreadyknewwasthere.Iwouldn’tnecessarilyseeitasafrontofmindareatogoifIwantedtofindoutaboutsomething.
Membersarehavingdifficultybecausetheirlinemanagersareputtingthemintoaverydifficultsituation.Thatthereissomebodytheycanturntowithintheirprofessionalbodyforadviceandsupport….ThingslikethatIthinkarereallyimportant.Idon’tbelievethatthebankingindustryreallyoffersthat,tothatextent,yet.ButIthinkwedoneedto.
80. Onesuggestedreasonforarelativepaucityofadviceandguidancewasthevarietyofbankingwork;oneintervieweesuggestedthatitwouldbedifficultforbankingprofessionalbodiestoprovideeffectiveadviceforpeopleoccupyingaverywidevarietyofroles.Yetitshouldbenotedthattheadviceprovidedbyprofessionalbodiesine.g.lawormedicinehastocoverasimilarvarietyofareas.
81. Onebankorbuildingsocietyintervieweenotedthataveryhelpfulrolethatprofessionalbodiescouldplaywouldbetointerpretandadvisebanksontheimplementationofregulations,afunctionwhichiscurrentlyperformedbyconsultants.
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4.3.3 Continuingprofessionaldevelopment(CPD)82. SomekindofoversightofCPD,aswellasprovisionofCPD,wasuniversalamongthebodieswe
spoketo.However,theamount(ifany)ofrequiredCPDandthewayoversightisapproachediscurrentlyquitevaried.Table1givesanoverviewoftheCPDrequirementsofdifferentprofessionalbodies.Morethananyotherprofessionalbodyservices,CPDoversightandprovisionseemstobeundergoingconsiderablechange,withprofessionalbodiesperhapsseeingitasafirststepinmovingbeyondhavingthestatusofbeingessentiallyaqualificationprovider.OneidentifiabletrendisforprofessionalbodiestomovetowardsamodelofmandatoryCPD.One(butnottheonly)driverinthishasbeentheRetailDistributionReview,whichmandatesCPDforfinancialadvisers.
83. ManybankandbuildingsocietyintervieweesthoughtthatprofessionalbodiesbothcouldandshouldhaveastrongemphasisonCPD:
FormetheCPDisreallyimportantandIthinktogetaqualificationwithoutit,I’mnotconvincedthereisalotofpointingettingthatqualification.It’sfineforthree,four,fiveyearsbutthenitbecomesapieceofpaper,justnolongerrepresentswhatyoureallyare.
84. Ontheotherhand,bankandbuildingsocietyintervieweeswerealsowaryofCPDsimplybeingofpoorqualityor‘aracket’:
TheCPDstuffthatcomesonofferisoftenquitemediocre.
OthersnotedthatitisimportanttoensurethatCPDiscosteffective,particularlyforsmallerorganisations.
85. ThestakeholderintervieweestendedtoagreeontheimportanceofCPDinkeepingprofessionalknowledgeandskillsuptodate.Therewasalsogeneralagreement(withoneexception,fromarespondentwhoseCPDisnotmandatory)thatsuchCPDshouldbemandatory.
Howcanbanksever…beprofessionalbyjusttickingaboxandthey’vegotaqualificationorgonethroughatrainingcourseunlessyouhavetoupdateyourknowledgeeveryyearjusttokeepyouuptodate.Ithinkthatforme,wouldbetheonethingIwouldlikethebankingsectortodo.
Certainlysomeonewhowasqualifiedordidsometrainingcoursefiveyearsago,thingshavedefinitelychangedinthelastfiveyearsquitesignificantly.Andyet…you’renotnecessarilytrainedorawareofwhat’shappeninginthelastfiveyears.It’sabiggap.
86. Theaccreditationofin-housetrainingprovidedbybanksandbuildingsocietiesseemstobeaverypopularapproach.Asonebankorbuildingsocietyintervieweenoted:
SoIseeavalueinhavingprofessionalaccreditationbecauseitdemonstratestothepublicandthegovernmentandtheregulatorthatwearedoingalltherightthings,yes.
Severalprofessionalbodyintervieweessaidtheyweredoingthisalreadyortryingtodoit.Onthepositiveside,thisisonewayofaddressingthechallengesarisingfromthesizeofprofessionalbodies(seeparagraph118below),sincethebodiesdonotneedtofindtheirowntrainerstoprovidesuchtraining.Butthereisclearlyaneedtoensurethataccreditedtrainingisofasufficientlyhighstandard.Thereisapossibleconflictofinteresthereforprofessionalbodiesbecauseaccreditationoftrainingisasignificantpotentialsourceofincome.
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87. AnothermeansofovercomingthecapacityissuethatwasmentionedbyanumberofprofessionalbodyintervieweesisdeliveryofCPDonline,orusingwebinarsetc.Thisalsohastheadvantageofflexibility.Severalprofessionalbodiesnotedinresponsetoaquestionaboutchangestoservicesthattheyaremovingtrainingprovisiononline.Severalintervieweesacknowledged,though,thatonlinelearningbringschallenges,includingariskthattheimpactofpurelyautomatedlearningcanbequitelowanddifficulttomeasure.
4.3.4 Overseeingethicalstandards4.3.4.1 Discipline
88. Whileallprofessionalbodiesworkinginthesectorhavesomekindofdisciplinaryrole,theseappeartobeveryvaried,intermsof:
o Thenumberofdisciplinarycasesarising;
o Theabilityofprofessionalbodiestoidentify,investigateandresolvecases;
o Thepenaltiesavailabletoprofessionalbodies;
o Theultimateconsequencesformemberswhoareexcludedfromprofessionalbodies.
Perhapsmorethananyotherareaoftheirwork,disciplineappearstobetheareainwhichbankingprofessionalbodieshavetheleastclearideaofwhattheirroleshouldbe.
89. Amongbankandbuildingsocietyinterviewees,itwasoftenseenasimportantthatprofessionalbodiesprovidesomekindofdisciplinaryprocedure,becausethisgivescredibilitytothequalificationsthatthebodyoffers.Butitwasnotedthatthedisciplinaryprocessesmustberobust,andthatthereneedstobecoordinationwithregulation.Somebankandbuildingsocietyrespondentsalsofeltthatsuchdisciplinaryprocessescouldbehelpfultofirmstryingtoensurethat‘rottenapples’donotsimplymovefromoneorganisationtoanother.
90. Intervieweeswhofeltprofessionalbodiescouldplayastrongerroleindisciplinepointedtoexamplesfromotherprofessions:
Itmightalsoincludeasortofdisciplinewhereinordertoworkwithininstitutions,onehastohaveamembershipofabodylikethat.Thatiftheytransgressordon’tcomplywiththosebehaviouralorethicalcodes,[then]thatputstheiremploymentatrisk.Whichisnotuncommonwithourprofessionalbodies,certainlyinmycaseasanaccountant,ifIdidn’tmeetcertainethicalandbehaviouralstandardsthenIwouldstandtheriskoflosingmyqualificationwhichinturncouldjeopardisemyemployment.
91. Therelationshipwithregulatorswasalsoseenbyintervieweesasakeyissueandonethathasabearingonthequestionofeffectivediscipline.
Intheory[somekindofdisciplinaryprocedurewouldbehelpful].Theproblemishowthatwouldinteractwiththeoveralldisciplinaryprocessthatweget…undertheseniormanagerregimecertification.
Banksandbuildingsocietiesalreadyfeelthemselvessubjecttocomplexregulation,somanytaketheviewthataddingafurtherlayerofregulationmightonlyconfusematters.Asoneofthestakeholderintervieweesnoted,everymemberofstaffintheindustrywouldbecoveredbytheFCAConductRules,soanadditionalcodeofconductandadditionalenforcementmechanisms
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wouldbeunnecessaryandlikelytomuddythewaters.Abankorbuildingsocietyintervieweesaid:
Whatyoudon’twanttodowithyourprofessionalbodyinbankingandfinancialservicesistoreplicatetheroleoftheregulatorbecauseit’satoughjobtryingtoworkinthatframeworkandourconstant[request]is,‘keepitsimple.’
However,anintervieweefromtheregulatorysidedidthinkthattheprofessionalbodieshaveausefulroletoplayhere:
PersonallyIthinktheyshould[playarole].Isaythatbecausetheset-upoftheregulatoryframework,we’vegotrulesandguidancebutthatcanonlygosofar.We’vegotanapproachtosupervisionwhichreflectsourprioritiesandresourcesbutit’sanincrediblylargeandcomplexindustry.Ultimatelytheethicalbehaviourorculturethat’sdisplayed,regulatorsaren’tstandingthereallthetimetoobservesotherehastobesomemechanismthatallowsthattoexist,whichisgoodforeveryoneincludingthefirms,theindividualsandtheregulators.Ithinkprofessionalbodies…dohavethatroletoplay.
92. Professionalbodyintervieweeswerealsounsureoftheirlegalfootingwhenitcametodiscipliningmembers.Twointervieweessuggestedapossiblelegalissuearoundhumanrights:thataprofessionalbodycannotremovesomeone’srighttoworkbyexcludingthem.Someprofessionalbodyintervieweeswerewaryofopeningthemselvesuptoexternaljudicialreviewbyinstitutingdisciplinaryprocedurestoostrongly.
Althoughwe’vegotamuchmorerigoroussysteminplacenowandyouknow,you’reverywelcometohavealookatallthepoliciesandproceduresandthingsthatwehaveandhowwedealwithcases,it’sstilltheoneareawhereyouknow,comparedtootherprofessions,becauseofthelackofstatutoryfooting,youknow,ourpowersareincrediblylimited.
93. Thereisalsotheissueofhowprofessionalbodiesbeingresponsiblefordisciplinewouldbeperceivedbypoliticiansandthepublic.Asoneprofessionalbodyintervieweenoted:
Idon’tthinkself-regulationwouldflyinabank-basedsetting,that’snotsomethingthatIthinkthepublicorparliamentarianswouldsupportinamonthofSundays.
94. Oneprofessionalbodyrespondenttotheonlinesurveymadethefollowingcommentaboutthecurrentsituation:
Wearecurrentlyarguingfortheintroductionofaregulatoryrequirement,oravoluntaryagreement(perhapsbrokeredbytheBankingStandardsBoard)forbankstoreportmisconductbyindividualstorelevantprofessionalbodies.Currently,thereisnomechanisminplace(exceptinlimitedcircumstances,e.g.forretailfinancialadviserscoveredbytheAccreditedBodies’Regime)forsuchreporting,whichresultsinasituationwherethecurrentemployer,aprospectivefutureemployerandtheregulatormaybeawareofmisconduct,butanindividual’sprofessionalbodyisnot.
95. However,bankandbuildingsocietyintervieweesweregenerallyambivalentaboutwhethertheywouldwelcomeprofessionalbodiestakingastrongerroleinoverseeingethicalstandards.Severalintervieweesthoughttheycoulddomoregenerallyonethicsandculture.However,someintervieweeswhofelttheirorganisationshadaverystrongcultureoftheirownwerealittlemorescepticalaboutthis.Onestatedthat:
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IgetmyvaluesandmyculturalviewbecauseIworkfor[nameoffirm]andIexpectHR,Comms,andtheotherpartsoftheorganisationtogivemeasenseofwhatitmeanstobeanemployeeof[thefirm].Iwouldn’texpectaprofessionalbodytogivemethat.
96. Therewasalsogenerallylittleappetiteamongprofessionalbodiesforprofessionalbodiestoplayagreaterroleindiscipline,withthemostcommonlycitedreasonbeingworriesaboutduplicatingtheroleoftheregulatorandcausingconfusion,notedabove.
97. Thefollowingstoryisinterestinginrelationtothewholeissueoftherelationshipbetweenbanksandprofessionalbodiesgenerally,aswellasdisciplinespecifically.Itshouldbenoted,however,thatthestorycomesfrom2007anditispossible(thoughnotcertain)thatthesamethingwouldnothappenin2016:
IrememberthefirstdisciplinarycaseIwasinvolvedinwhenIjoined[nameofprofessionalbody]in2007….Therewassomeoneintheirmid-twenties,whoalreadyhadaroleofsomeresponsibilityinabank,[who]blatantlycheatedinhisexam…Itwasallcaughtoncamera,andtheevidencewasincontrovertible.Hethentriedtobribetheinvigilator…whichwascaughtontapeso,unsurprisingly,hewasexpelledfromthe[PB].Andthenextdaywegotacallfromtheemployersaying,‘pleasecanyouconsideragain,andohbythewayifyouaregoingtobedoingthiswereallydon’twantanypublicity’.Youknow,almostsortofthreateningus:‘Andifyoudopublicisethiswewon’tgiveyouanymorestudents.’Becausetheydidn’twantthebadpublicitythemselves.Imean,I’mafraid,that’saveryshort-sightedreactionanditactuallyappalledmewhenIheardthembasicallysaying,‘Look,isitreallysuchaproblem?Youknow,heonlycheatedonhisexam.’Well,I’msorry,thischapislookingafterpeople’smoney.
4.3.4.2 Reporting,raisingconcernsandwhistleblowing
98. Anotherwayinwhichaprofessionalbodycancontributetoupholdingethicalstandardsisthroughitsmembersreportingonunethicalbehaviour.Someprofessionalbodies,includingtheICAEWandtheInstituteandFacultyofActuaries(IFoA),includeintheircodesofethicsadutytoreporton,orraiseconcernsabout,suspectedwrongdoing.Hence,amemberwhoseessomethingunethicalandfailstoreportistherebyinbreachofthecode.Noneofthebankingprofessionalbodiescurrentlyhaveaspecificdutyofthiskindintheircodes–institutingonewouldbeafirmsteptowardsrobustandeffectivediscipline.
99. Ingeneral,theideathatprofessionalbodiesmightprovidesupportforwhistleblowersfoundsomesupportamongbankandbuildingsocietyinterviewees.Whenaskedaboutthis,thebankingprofessionalbodiestendedtorespondthattheywouldtrytohelpawhistleblowerifonecameforward,butnoneofthemadvertisethemselvesasapotentialportofcallforwhistleblowers.Again,thereisanissueofoverlapwiththeregulatorhere,astheFCAalreadyhasanactiveprogrammeofencouragingandsupportingwhistleblowers.However,theremaybeaspecificroleforprofessionalbodiestohelpmemberswhohaveaconcernbutareunsureofwhetheritwarrantsareporttotheregulator.Thiscouldtaketheformofadviceandguidanceinthefirstinstance,andperhapscommunicatingwiththeregulatoronbehalfoftheindividualintheeventthatareportdoesneedtobemade.Asonebankorbuildingsocietyintervieweeputit:
….it’salmostlikehavingacoachoracounsellor[rewhistleblowing].SoIseenothingwrongwiththatwhatsoever.Idon’tthinkitletsorganisationsoffthehookfromhavingtheirown
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whistleblowingpolicyorapolicythatprotectspeoplewhenthereis[reason]fortheirconcerns.
4.3.4.3 CodesofEthics
100. Allprofessionalbodieshaveacodeofethics,butakeyissueistheextenttowhichtheyareknownandunderstoodbymembershipsoastoeffectivelyinfluencegoodjudgement.
101. Oneintervieweesuggestedthat,throughtheiremployers,70%oftheUKbankingworkforceiscoveredbytheCharteredBanker:ProfessionalStandardsBoard(CB:PSB)codeofconduct.AsofApril2016,thisisnowidenticaltotheCharteredBankerInstituteCodeofConduct,anditisalsocloselymappedtotheFCAConductRules.Itshouldbenotedthatreachisnotthesameasengagement,anditwouldbeinterestingtoknowhowmanyoftheindividualscoveredbytheCB:PSBcodeareawareofthecodeanditscontents,andwhattheymean.TherearealsosomenotablegapsintheFCAConductRules–forexample,theymakenoreferencetothepublicinterest,andthedifficultconceptofintegrityislefttobedigestedandunderstoodbyindividualswithoutanyaccompanyingguidance.
4.3.4.4 Summary
102. Overall,theredoesappeartobesomeappetiteforprofessionalbodiestoplayamorerobustroleindiscipliningmembers.However,thereissomescepticismaboutthisinfirms,andthereareanumberofsignificantworrieswhichwouldneedtobeaddressedbeforethiscouldhappeneffectively.Specifically,professionalbodieswouldneedtohaveinplace:
o Clearlydefinedboundariesbetweentheirremitandjurisdictionandthoseoftheregulator;
o Appropriatechannelsofcommunicationbetweentheregulator,firms,andprofessionalbodies;
o Thesupportofbanksandbuildingsocieties,workinginpartnershipwithprofessionalbodiestoinvestigatecasesandtopassonrelevantinformation;
o Clearconsequencesforthosewhoarefoundguiltyofprofessionalmisconduct;
o Clearchannelsforindividualmemberstoreport,orraiseconcerns,andacultureofresponsiblereportingamongsuchprofessionals,perhapsreinforcedbyadutytoreportenshrinedinthecodeofethics.
4.3.5 Thoughtleadershipandnetwork-building103. Manybanksandbuildingsocietiesthoughtprofessionalbodiescouldplayausefulrolein
thoughtleadership.TheynotedthatthebanksandbuildingsocietiessectorhadtheBBAasatradebody,but,‘they’reclearlyalobbyinggroup’.Theintervieweewantedabody‘thatspeakswithaclearsenseofprofessionalism’.
104. Onemajorchallengetothisroleisthediversityofthesector.Withsomanyprofessionalbodiesoperatinginthesector,andthediversityofbankingwork,itisnotclearthatanyoneorganisationcanhopetospeakonbehalfofthesector.However,theremaybearoleforanumbrellabodytobringtogetherinterestedparties(includingtheprofessionalbodies)andtosummariseandclarifythelatestthinkingonparticulartopics.
105. Networkingandcommunitybuildingwassomethingthatwastouchedonbyseveralinterviewees.Onebankorbuildingsocietyintervieweecommented:
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Ithinkthatcommunitycanonlybehelpful,andsharingbestpractices,thatcanonlybe[conducive]toabetterculture.
Membersappeartoconsiderthatnetworkingeventswouldbeusefulasawayofbuildingacommunityandsharingbestpractice.Oneprofessionalbodyintervieweeinparticularwasenthusiasticaboutthisasawayofaddressingissuesofsiloworkingandbankersnotunderstandinghowtheirrolesfitintotheoverallworkofbanks.
There’saroleforprofessionalbodiesin…helpingpeoplefromdistantorganisationstocometogetherandsharebestpractice.AndoneexampleIwastalkingtooneofourseniormembersaboutrecently,whenhewasagraduatetraineewithaverylargebank,theyhadveryregular,atleasttwoorthreetimesayearallofthegraduatetraineesonthatparticularcohortwouldgettogetherforagraduatetraineeweekend….Hesaidhowusefulhefoundthatasayoungentrantintothebankingsector,becausetherewasacommunityofpeoplewhoweregoingthroughsimilarkindsofexperiencestohimbutpotentiallyindifferentsectorsofthebank….Hethoughtitwasareallygoodwayforhimtounderstandwhatotherpartsofthebankweredoingandhefeltlikethatwasareallyprogressivethinganditwas[something]thatdidn’treallyhappennowthatgraduatetraineescameintoorganisationsandwereimmediatelytold‘you’reinrisk,you’reinsuppliers,you’regoingintocommercialbanking’andtheywerestreamedoffandthatcommunityaspecthadbeenlost.
4.4 Theeffectivenessofprofessionalbodies4.4.1 Effectivenessindeliveringcompetenceand/orethicalbehaviour106. Figures7to10showtheperceivedeffectivenessofbothprofessionalqualificationsandCPD
incontributingtocompetenceandethicalbehaviour,accordingtobanksandbuildingsocieties,andprofessionalbodies:
FIGURE7
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1Notatallimportant
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HowimportantdoyouthinkprofessionalqualificationsorCPDareincontributingtolevelsofcompetenceinyour
organisation?(Firmsurvey)
CPD Professionalqualifications
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FIGURE8
FIGURE9
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HowimportantdoyouthinkprofessionalqualificationsorCPDareincontributingtolevelsofcompetence?(PBsurvey)
CPD Professionalqualifications
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HowimportantdoyouthinkprofessionalqualificationsorCPDareincontributingtolevelsofethicalbehaviourinyour
organisation(FirmSurvey)?
CPD Professionalqualifications
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FIGURE10
107. Wealsoaskedwhatwouldhappentolevelsofcompetenceandethicalbehaviourinthe
sectorifbankingprofessionalbodiesdidnotexist.
FIGURE11
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1Notatallimportant
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HowimportantdoyouthinkprofessionalqualificationsorCPDareincontributingtolevelsofethicalbehaviour?
(PBsurvey)
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Competence
Ethics
Ifbankingprofessionalbodiesdidnotexist,levelsofcompetenceandethicalbehaviourinthebankingsector
wouldbe...(Firmsurvey)
Alotlower Somewhatlower Aboutthesame Somewhathigher Alothigher
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FIGURE12
108. Takenasawhole,thechartsabovesuggestthatprofessionalbodiesaregenerallyperceived
tobemoreeffectiveincontributingtolevelsofcompetencethanofethicalbehaviour.However,theyalsosuggestamismatchbetweentheperceptionsofbanksandbuildingsocietiesandthoseofprofessionalbodiesthemselves,withprofessionalbodiesratingthemselvesmorehighlythantheyareratedbybanksandbuildingsocieties.
109. Intheinterviews,banksandbuildingsocietieswereingeneral(butnotuniversal)agreementthatprofessionalbodieswereeffectiveinrespectofenhancingtechnicalskillsandcompetence.However,somenotedthataprofessionalbodyisnottheonlyorganisationthatcanprovidesuchskillsandcompetences,andemployeescouldacquirethisexpertiseinotherways.Professionalbodieswereseenasoneprovideroftrainingamongmany.Asoneintervieweesaid:
….weusethemforthosequalificationswehavetousethemforlike[PQ].Thenforourotherpeoplewe’retendingtoputthemthroughmorepracticalbaseddevelopmentlikeNVQs.
110. Ingeneral,professionalbodiesweremoreconfidentabouttheireffectivenessinraisinglevelsofcompetencethanofethicalbehaviour.
Ithinkprofessionalbodiesareverygoodatdeliveringtechnicalcompetence….Wedothatbygoingoutanddeliveringtothebanksandtothefinancialservicesindustryandsaying‘whatdoyourpeopleneedtoknowtoperformeffectivelyinthisrole?’andthenweworkveryhardtodevelopprogrammesoflearning,bethatqualificationoraCPDprogrammeorapieceoftrainingandhelpmeetthatskillsgapandthefeedbackwegetfromthoseprogrammesisverygood.Andwe’vegotsomeverystrongevidencetosuggestthatpeoplewhohavebeenthroughourprogrammesusetheknowledgethattheyacquireintheirday-to-dayroles,thattheyfeelit’shadapositiveimpactontheirlevelsofcompetenceandontheircareerprogressionandallthosesortsofthingssoIthinkprofessionalbodiesdoareallygoodjobatthat.
111. Thestakeholderintervieweeshadsomewhatmixedviewsabouttheprofessionalbodies’effectivenessinrespectofcompetence.Onesaidthat:
Ithinkthattheyareabsolutelyvital,Ithinkthattheyarestillinthesomewhatoverlookedcategory.
7
6
15
15
6
8
1
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0% 20% 40% 60% 80% 100%
Competence
Ethics
Ifbankingprofessionalbodiesdidnotexist,levelsofcompetenceandethicalbehaviourinthebankingsector
wouldbe...(PBsurvey)
Alotlower Somewhatlower Aboutthesame Somewhathigher Alothigher
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Ontheotherhand,anothersuggestedthat:
Theyshouldbedoingmoreaboutdevelopingarobust,highcalibre,qualityqualificationandmoveawayfromveryspecialist,ad-hoc,low-leveldumbeddowncertification.
Thissupportstheideaofalackofagoldstandardqualificationinbanking(seeissue2inthecentralfindings).Asanotherstakeholderintervieweenoted:
Ifthereisnoframeworkfromhowthoseprofessionalqualificationsareacquiredwithinabroader,biggerpictureandthereisn’tacommonthreadorphilosophybetweenalltheveryspecialistqualifications,that’sexactlywhereyouloseit.Soatthemomenttheprofessions,theydoareasonablejobonthecompetenceside,butbecausetheprofessionalqualificationsarerightnow,they’renotdoingsowellonthecultureside.
112. Onethicalbehaviour,somebankandbuildingsocietyintervieweesthoughtprofessionalbodiescouldcontribute:
Ithinkthereissomethingaboutbringingpridebacktobanking…[andaswellasinternalworkonvalues]…ifyoucanthenrubberstampitontop,Ithinkthatwouldhelp.
Anothersaid,‘theycan[contribute],especiallythatsocialpurposerole.”
Athirdbankorbuildingsocietyintervieweecommented:
Ithinktheycouldandshould[contributemore].Ican’trememberwherethishasbeendiscussedbutanideaofabankandbuildingsocietiesversionoftheHippocraticOathwouldbeaverygoodone….Thereneedstobeacodeofethicsthatpeoplecancitethat[they]shouldandcansignupto.‘ThisisthewayIwillbehaveinmyjob’.Professionalbodieswouldbebestplacedtodeliverthat.
Anumbercommentedthatindividualsspeakingupaboutethicalissuesisanareainwhichprofessionalbodiescanbeeffective,byprovidingsupporttothosewhospeakout.
However,asnotedabove,somebankandbuildingsocietyintervieweesweremoresceptical:
IgetmyvaluesandmyculturalviewbecauseIworkfor[nameoffirm]andIexpectHR,Comms,andtheotherpartsoftheorganisationtogivemeasenseofwhatitmeanstobeanemployeeof[thefirm].Iwouldn’texpectaprofessionalbodytogivemethat.
Idon’tknowenoughdetailtocommenton[theethicalcontent]butmygutreactionisno,they’renot[strongenoughonthat].
…..intermsofethicsandculture,profqualscanhaveaparttoplaybutthey’recertainlynottheanswers.
113. Onewayinwhichbanksandbuildingsocietiesthoughtprofessionalbodieshadthepotentialtobeeffectiveinimprovingethicalconductisbyprovidinga‘secondlens’.Asoneputit:
Ithinkso,becausepeopleoughttobegettingmessagesfromelsewherethatarereinforcingthegoodside[ofthefirm’sculture].If[thecultureis]notnecessarilyworkingaswellinternally[asitshould]itwouldhelpreinforcethat.Alsothisgeneralthingthat…peoplebeingexposedtodifferentwaysofthinkingisalwaysuseful.
Bankersworkinhighlycommerciallypressuredenvironments,andthereispotentiallyaroleforprofessionalbodiesinprovidinganotherwayofseeingissues,withaseparatesetofbackgroundassumptions,valuesandpriorities.Ethicalissuessuchasthebestinterestsofcustomers,forexample,orthepublicinterest,maybemoresalienttoprofessionalswhohaveundergonea
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robustprocessofprofessionalformation,whohaveongoingCPDrequirements,andwhohavethecontinuingsupportandoversightofaneffectiveprofessionalbody.
Asoneintervieweeobserved,‘thereisaremarkablebenefitintherebeinganexternalobservationofcultureandethics’.
However,tobeeffectiveinthiswayprofessionalbodieswouldneedtotakearobustapproachtodealingwithproblems:‘thebigcrunchcomesformenotinwhenitgoeswell,butwhenitdoesn’tgowellandwhatdoesthisbodydowhentheyencountersomebodytheybelievetobeunethical?’
Someintervieweesalsofeltthatalotofprofessionalbodieshavenotputmuchemphasisonethicsintheirtraining,andthereforeitcannotcurrentlybeassumedthatmembersofprofessionalbodieswillbeequippedwitha‘secondlens’inthisway.
114. Theideathatprofessionalbodiesdonotputenoughemphasisonethicsintheirqualificationswasalsosupportedbyoneintervieweeinaprofessionalbody(althoughitshouldbenotedthatnotallprofessionalbodyintervieweesthoughtthis):
No,Ithinkwecoulddoalotmoreanddoalotbetter.So,forexample,ifwelookatthe…ICAEW,ontheirwebsite,ontheirwholeprofessionalqualificationprogramme,it’scleartoseetomethat[ethics]issomethingthatisveryimportanttothem,andthat…theyembedthatinallthattheydo.AndIthink…thebankingindustrycouldlearnalotfromthat.SoIthinkalthough…inpartwetalkaboutthisandwe’vestartedto…trytodosomethingaboutit,atthemomentwe’restill…comingfromalongwaybehind.
115. Ingeneral,therewasaconsensusamongintervieweesfromallgroupsthatbankingprofessionalbodiesarenotaseffectiveastheycouldbeinraisinglevelsofethicalbehaviour.
116. Professionalbodyintervieweesidentifiedseveralfactorswhichmightlimittheireffectivenessatraisinglevelsofethicalbehaviour:
o Thelackofa‘licensetooperate’,i.e.mandatorymembershipforthoseworkinginthesector;
o Banksandbuildingsocietiesnotseeingprofessionalbodiesprimarilyasprovidersofethics;
o Thepresenceofanentrenchedcultureinbankswhichisdifficultforprofessionalbodiestoshift.
117. Whilesomestakeholderintervieweesthoughtthatprofessionalbodiescouldbedoingmore,mostagreedthattheywerehamperedbya)thefactthatqualificationsandmembershiparenotaregulatoryrequirementandb)alackofengagementandcommitmentfrombanks.
Whenitcomestoethicsanddiscipline,Ithinktheyallwrestlewiththefactthattheyarevoluntarybodiestoanextent.Andhowdoyouhookorobligepeopletobecomemembersandthensanctionanddisciplinethemsothatitdoeshaverealmeaningintermsofthatindividual’sfuturelife?
118. Thesizeofthelargerbanksrelativetothesizeofprofessionalbodiesappearstobeabarriertoeffectivenessinrespectofbothcompetenceandethicalbehaviour,inparticularbecause:
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o Thescaleoftrainingrequirementscanbebeyondtheprofessionalbody’scapacitytodeliver.
o Theexpensetobanksandbuildingsocietiesofsupportinglargenumbersofemployeestostudyforqualificationscanpreventthemfromcommitting,particularlywhenexternallyrecognisedqualificationsincreasethelikelihoodthatemployeeswillseekworkelsewhere.
o Therelativesizeoftheorganisationscreatesanunevenpowerdynamicbetweenthem(seeissue4inthecentralfindings).Particularlyincaseswhereaprofessionalbody’strainingincomeispredominantlyderivedfromoneortwolargebanks,thesebanksaretheninapositionwheretheycanputpressureonprofessionalbodiestochangetheirtrainingoffertosuittheirneeds.Thisisnotalwaysaproblembutthereisaworrythatstandardscanslip.
119. Bankandbuildingsocietyintervieweesfeltprofessionalbodiesshouldlookmoretothefutureandbecomebetteratpredictingdevelopmentsinthesector.Somehadasensethatprofessionalbodiesarebehindthetimes.Again,therewassomefeelingthatthismightbemoreeffectivelyachievedbyalargeprofessionalbodythan,asiscurrentlythecase,anumberofsmallprofessionalbodies.
4.4.2 Effectivenessincontributingpositivelytoorganisationalculture120. Wewerealsointerestedintheeffectivenessofprofessionalbodiesincontributing,notjust
toethicalbehaviouronanindividuallevel,butalsotoorganisationalcultureingeneral.Inthesurvey,responsesofbanksandbuildingsocietiessuggestedonlyapartialendorsementofprofessionalbodies’effectivenesshere.
FIGURE13
121. Respondentswereaskedtoexplaintheiranswer.Someoftheresponseswererevealing:
o ‘Variedbackgroundsandcompetenciescontributehighlytodiversityofthought.’
o ‘NotsureIagreethatethicsandqualificationsaretheissue.Tonefromthetopandcultureare.’
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Doyouthinkhavingsomeemployeeswhoaremembersofbankingprofessionalbodiescontributespositivelytothe
ethicalcultureofyourorganisation?(Firmsurvey)
No- notatall No- notmuch Yes- alittle Yes- alot
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o ‘Notseenasrelevantatthemoment.Theprofessionalbodiesseemtohavebecomeamethodofgeneratingmoneythroughexams.’
o ‘Professionalbodiesaremorefocusedontechnicalskillsthanethicsandculture.’
o ‘Colleaguestendtocarryoutprofessionalqualificationsforregulatoryortechnicalreasons.Thefocusonethicsvariesbyqualification.Overall,thedaytodaycultureandrewardsystemwithinwhichacolleagueoperateshasafargreaterimpactontheirbehaviourthanacourseofstudy.BeyondthatIwouldsuggestthatbeingamemberofabankingprofessionalbodyhasminimal,ifany,impact.’
122. Intervieweesinbanksandbuildingsocietiesdidthinkprofessionalbodiesplayedarole,but(inlinewithsomeofthesurveycommentsabove)notedthatorganisationalculturealsohasaverysignificanteffectonlevelsofethicalbehaviour.Astwobankorbuildingsocietyintervieweessaid:
ButIthinkbyfarthemorepowerfuliswithintheorganisationitself.It’salmostlikethebiggestinfluenceonchildrenisfamily,that’swhereyouspendmostofyourtime.
Theethicalside,notconvincedby.Itverymuchdependsonthequalificationyoudo.Onwhat’scovered.Ihaveaviewthatbyfarthebiggestimpactonethicalbehaviourofindividualsistheenvironmenttheyworkin.
Insomecases,theyhighlightedtheeffortsoftheirownfirminthatregard,ratherthanthatofprofessionalbodies,asnotedabove.
123. Itisimportanttounderstandthelimitationsofprofessionalbodiesinaffectingbehaviourthroughorganisationalculture.Membershipofaprofessionalbodywillnotstopawickedindividual,norwillafewindividualswhoaremembersofaprofessionalbodybeabletoturnaroundanorganisationwhichhasanentrenchednegativeculture.However,thereispotential,asnotedabove,forprofessionalbodiestoprovideanalternativelensthroughwhichindividualscanviewtheactivitiesoftheirorganisation.Culturecanbethoughtofas‘thewaythingsaredonearoundhere’;individualswhoaremembersofaprofessionalbodyareabletothinknotonlyintermsofthewaythingsaredonewithintheiremployingorganisation,butalsothewaythingsaredoneintheirprofessionalbody.Iftheprofessionalbodyiseffectiveinarticulatingitsvalues,itcanencourageindividualstodefendthesevaluesincaseswheretheyareinconflictwiththeorganisation.Oneortwoprofessionalsaloneareunlikelytobeabletochangemuch,butifthereisa‘criticalmass’ofprofessionalsthinkinginthisway,achangeinculturemightbeachieved.Aprofessionalbody,then,isnotasilverbulletbutaddsweightbyhighlightingethicalrequirements.Italsohelpspeopletofeeltheyarepartofawidercommunity,whichcansupportthemintheirethicalreflection,andcanprovidechecksandbalancesonanorganisationalculture.
124. Someintervieweecomments(banksandbuildingsocieties)hereechoedtheconcernnotedabovethatprofessionalbodiesshouldnotduplicatetheroleoftheregulator.Bycontrast,othersnotedthatifyouleaveethicsandculturealltoregulation,thiscanbedisempoweringtoemployees.Therecanbeatendencyfororganisationsto‘outsourcetheirthinking’,leavingittosomeoneelsetoworkoutwhatisrightandwhatiswrong,ratherthantakingresponsibilityfordevelopinggoodjudgementthemselves,whichiswhataprofessionalshoulddo.Oneintervieweefromthefirmscharacterisedthisattitudeas:
‘Weknowwhatwe’redoingiswrong,butpleaseregulateusandwe’llstop.Andwecan’tstopuntilyouregulateus.’
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Theintervieweestatedthat:
Ican’tsubscribetothatview.Ifweknowwhatwe’redoingiswrong,thenwestop.It’squiteparental[theapproachabove].Bankinghasgotthatparentalapproach.
125. Generallyprofessionalbodiesthoughttheywereabletohaveapositiveeffectonthecultureoforganisations,thoughthereweresomecaveatstothis.Someoftheserelatedtotheunevenpowerdynamicbetweenprofessionalbodiesandbanksandbuildingsocieties(seeissue4inthecentralfindings).Inparticular,therewaslittleevidencethatprofessionalbodiesareabledirectlytochallengebanksandbuildingsocietiesonissuesofculture.Againthiscontrastswithothersectors,inwhichstrongerprofessionalbodiesareabletohaveamoreevenhandeddialoguewithemployersinwhichtheycanchallengethemonissues.
126. Therewassomediscussionhereofthe‘organisationalmembership’(asopposedto,orinadditionto,individualmembership)model.Someoftheprofessionalbodiesreportedusinganorganisationalmembershipschemetoincreaseengagementfrombanksandbuildingsocieties.Forexample,thetermsoftheschememightincludeprovisionofacertainlevelofsupporttoemployeesseekingaprofessionalqualification.However,itmaybethat,whilethismodelincreasestheprofessionalbody’sabilitytoinfluencebanksandbuildingsocietiesinsomeways,inotherwaysitlimitstheprofessionalbody’sabilitytoinfluenceculture.Iftherelationshipisentirelywithindividualmembers,professionalbodiescaninfluencestandardsonanindividuallevelwhichhasaknock-oneffectonculture.Corporatemembershipdoesnotnecessarilymeanadilutionofstandardsinordertoattractcorporatemembers,butthereispotentialforaconflictofinterestforprofessionalbodieswhousethismodel.
4.4.3 Engagementwithfirms127. Bankandbuildingsocietyintervieweeswereaskedaboutprofessionalbodiesengagingwith
firms,andfelttheywouldlikemoreengagementandwouldbekeentoengagethemselves.
IknowIkeepbangingonaboutthis,butyou’vegottokeepitrelevant….[Myprofessionalbodyhas]workedinpartnershipwithorganisationstomakesurethestandards,thequalifications,aremuchmorerelevantthanhaseverbeenpreviously.”And“nowwiththecostconstraintsyouwanttomakesurewhenyou’repayingforsomethingit’sgoingtobeabsolutelyrelevantandworththemoney.Ithinkwe’verealisednowthatpartnershipapproachworkswellforbothofus.
128. Anothersaid,‘I’mverykeenthatweworkasapartnershipwiththem.Sotheydon’tgo“thisiswhatwedo,takeitorleaveit.”Wedon’twanttodilutestandardsortherobustnessofwhatpeoplecanachieve,butwewanttoworktogether.’
129. OnefirmhasenteredintoadeeprelationshipwithaprofessionalbodyandaUniversitytodevelopasetofprofessionalqualificationsforitsemployeeswhichhaverobustexternalratification.
130. Akeyissueforprofessionalbodiesarisesfromthequestionofwhichindividualsinorganisationstheyareabletoengagewith.WefoundthatprofessionalbodieswereengagingwiththelearninganddevelopmentandHRfunctionsmuchmoreoftenthantheywereengagingwithhighermanagementandthe‘C-suite’.Thismayreflect,butalsocontributeto,thetendencyforbanksandbuildingsocietiestoseethemasprimarilytrainingproviders.Inturn,thispotentiallyaffectsthekindofinfluenceprofessionalbodiescanhavewithinbanksandbuildingsocieties.
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131. Therewasasensethatsomeofthelargerorganisationsmaythink(rightlyorwrongly)thattheycansavecostsandgetamoretailoredofferbyconductingtrainingin-house.
132. Oneintervieweereportedthatbanksandbuildingsocietiesmayneedhelpinmatchingtheircompetencyframeworkagainsttheprofessionalbody’squalificationsoffer.Thispersonreportedthatsometimesthepeopletheywerespeakingtoinbanksandbuildingsocietieswerenotawareoftheirowncompetencyframeworkandiftheywere,mightnotseetheconnectiontoprofessionalqualifications.Inasimilarveinabankorbuildingsocietyintervieweewaskeenonsuchhelp:
They’vemappedthecontentacrosstotheirqualification,andthecompletionofoneofourswillgiveourcolleaguetencreditpoints,whichisathirdofthewaytowardsa[professionalqualification].Notforeverything,butfortherightthings,that’sprettyattractive.
133. Barrierstoeffectivenesscanarisefromculturalissuesinbanksandbuildingsocieties.Wespoketoaprofessionalbodyrepresentativefromoneofthemoreestablishedprofessionswhonotedthecontrastingrelationshiptheywereabletohavewithprofessionalfirmsascomparedwiththatwithbanks.Thisarosefromacontrastinthecultureofthetwotypesoforganisations–professionalfirmshaveasenseofsharedvaluesandobjectiveswiththeirprofessionalbody.Bycontrast,banksandbuildingsocietieshavetendedtoseeprofessionalbodiesassupplierswithwhomtheyhaveatransactional,commercialrelationship(seeissue4inthecentralfindings),eventhoughsomefirmsnowclearlydesireadifferentkindofrelationship.Again,thefactthatbankingqualificationsarenotmandatorymaymeanthatbanksandbuildingsocietiescanexercisemoreleverageoverthecontentofferedbyprofessionalbodies.
4.4.4 Fragmentationofthesectorandprospectsforgreatercoordination134. Bothbanksandbuildingsocietiesandtheprofessionalbodies(bankingandbanking-related)
tendedtoagreethatthenumberofprofessionalbodiescurrentlyoperatinginthesector,andthelackofcoordinationbetweenthesebodies,wasabarriertotheireffectiveness.Theresultsinthissectionrelatetoissue3inthecentralfindings.
135. Onthenumberofprofessionalbodiesinthesector,manyintervieweesfrombanksandbuildingsocietiesdidnotknowtherewerenineteen(seeAppendixAfordetails)andweresurprisedatthequantity.Mostwouldliketheretobefewer,thoughnotmanysaidtheywouldfavourasingleprofessionalbody.Oneworryherewasthattherewouldbeamonopolyeffectiftherewereonlyone.Onebankorbuildingsocietyintervieweecommented:
I’mnotsurewhattheentirerangeofnineteenlookslikeandifthey’veallgotcrediblecompetingofferingsinthemarketthenifthosethatwerethestrongerweretosurviveandmaybereceivetheirBankingStandardsBoard’ssealofapprovalofcoursematerial,I’msurethatwouldhelpsothatthey’reaccreditedorauthorisedorsanctionedorapprovedbyBankingStandardsBoard.Thatmightbeawaytogo.
Somethoughtthistiedintotheissueofthevalueofthequalificationsandhavinggold-standardqualifications(seeissue2inthecentralfindings)–ifthereweresomanyqualificationsavailablethiswouldcontributetotheirlackofrecognitioneitherwithinthesectororamongstthegeneralpublic.Onebankorbuildingsocietyintervieweesaid:
Idefinitelythinkitwouldbehelpfulifitwasthatstreamlined,definitelywouldbehelpfulforbankingtohaveitstreamlined,andthenitwouldhavetobereally,reallyclearwhatthestandardsactuallyare.
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136. Inagreementwithintervieweesfrombanksandbuildingsocieties,professionalbodiesthemselvestendtoadmitthatthenumberofprofessionalbodiesoperatinginthesector,andthedifferentterritorycoveredbydifferentprofessionalbodiescanleadtoaconfusingmarketforqualifications.Giventheoverallproliferationofqualifications,professionalbodiesacknowledgedthatitcanbedifficultforbanksandbuildingsocietiestojudgetheirquality.Theviewsoftheseintervieweesonhowmanyprofessionalbodieswouldbeidealexactlymatchedtheviewsofbanksandbuildingsocieties:mostthoughtthereshouldbefewer,butnotmanythoughtthereshouldbeonlyone.
137. Ontheotherhand,twoadvantagestoalargenumberofprofessionalbodieswereidentifiedbyprofessionalbodyinterviewees:
o Healthycompetitionbetweenprofessionalbodiesdrivingupthestandardofqualifications.
o Theneedtocatertothevaryingneedsofahighlydiversesector.
138. Therewasastrongindicationintheinterviewsoverallthatthediversityandnumberofprofessionalbodiesmightalsoleadtoscaleeffectsintermsofwhattheprofessionalbodycouldoffermembersandintermsoftheircapacitytodothingslikethoughtleadershipwhichwassomethingthatbanksandbuildingsocietiessawasavaluablepotentialoffering(see‘thoughtleadershipandnetworking’above).Someprofessionalbodyintervieweesalsonotedthisproblem–withsomanyprofessionalbodiesaround,thereisoftennoconsensusviewavailable.Thesmallsizeofprofessionalbodiesisalsoasourceofsignificantchallengesinengagementwithlargerfirms:alargebankmightrequesttrainingonahugescale,beyondwhatprofessionalbodieshavethecapacitytodeliver.Professionalbodiestendtousefreelancetrainersandcanintheorybringinextratrainerswhenrequired,butthisdependsontrainersbeingavailableinthenumbersrequired,whichisnotalwaysthecase.Thisappearstohaveledtoanincreaseinonlinelearningprovision(seesection4.3.3on‘CPD’above),whichaddressestheissueofscalebutbringsitsownchallenges.
139. Whenaskedaboutthecoordinationbetweenprofessionalbodiescurrently,intervieweesgenerallyidentifiedhealthybutlargelyinformalrelationships,butsomefirmsfeltcoordinationcouldbemuchmoresystematic,perhapsaidedbyacanopybody,assuggestedinthequoteinparagraph135above.Severalintervieweesexpressedadesiretobuildmorerobustrelationships.Thegeneralimpressionisthatthereappearstobecollaborationbutnotinadeeporsystematicway.Forexample,theredoesnotappeartohavebeenanyattemptbyprofessionalbodiestocollaborateonagapanalysisonskillsandqualifications,inordertobuildframeworksamongqualifications.
140. Professionalbodyintervieweesweregenerallypositivetowardstheprospectofmoreclarificationofthecurrentofferandamorecoherentapproachamongprofessionalbodies,withsimplificationofthequalificationsoffered.
4.5 ThefuturefortheprofessionalbodiesinbankingandtheroleoftheBSB
141. Weaskedprofessionalbodyintervieweeswheretheywouldliketheirprofessionalbodytogointhefuture.Themostpopulartypeofanswerrelatedtoraisingtheprofileof
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professionalisminthesector.Thisisconsistentwiththebankorbuildingsocietyintervieweealreadynoted:
SoIthinktheirprofileislow.Ithinkit’saprofilething.
Manyinterviewsstatedthattheywouldliketogettoapositionwherebythereisanexpectationthatbankerswillhaveaprofessionalqualification.OneintervieweenotedthattheUKisseenasaleaderinfinancialservices,andsoadrivetowardsgreaterprofessionalisationinbankinghasachanceofdrivingasimilarchangeonaglobalscale.
142. Itwasnotedthatchangingthecultureofbankingislikelytobealong-termproject.
143. Wealsoaskedprofessionalbodieswhethertheythoughtqualificationsinbankingshouldbemandatoryforbankers,orforbankersincertainroles(beyondthoseinwhichqualificationsarealreadymandatory).Mostthoughttheyshouldbewhileacknowledgingthattheyhadavestedinterestinsayingso,andalsoexpressingsomeworries:
o Thatprofessionalbodiesmaybecome‘ossified’andcomplacentintheabsenceofaneedtoselltheirservicestobanksandbuildingsocieties.
o Thatbothfirmsandindividualemployeesmayresentprofessionalbodiesifmembershipismandatory,andmayseemembershipasa‘tick-boxexercise’andbereluctanttoengageactively.
144. Bankandbuildingsocietyintervieweesweredividedonthequestionofwhetherageneralqualificationshouldberequired.Anumberwereenthusiastic,butothersmorecautious.Amongstthemorecautious,onesaid:
Thisismaybewheretherubberhitstheroad.IfI’mtalkingasamemberofsociety,Iwouldn’twantmydoctorormyengineernottobeprofessionallyqualified.Sowhywouldn’tIwantanyonewhoisinvolvedwithmyfinancialwell-being,bankorotherwise,myobservationwouldbeitshouldn’tjustbebanks….Myviewfromtheinsidelookingoutwouldbetosay,‘no,pleaseno.’ButIcanabsolutelyseewhyfromasocietalviewIwouldbesaying,‘pleaseyes.’
Anothersaid:
IthinkitshouldbesupportedbutI’mnotsureitwouldberequired.
Andanother:
Possibly,Ithinkthat’sfaircommentastocertaindegreesofauthorityorcertaindegreesofimpactorinfluence.
Andanother:
Ireallydon’tliketheideaofmandatingaqualificationforall.I’dprobablyneedtobeconvincedofwhattheoutcomeisproviding.
4.5.1 TheBSB145. TherewasconsiderablediscussionoftheroleoftheBankingStandardsBoard(BSB),and
whatintervieweeswouldlikethatroletobe.Manyinbothfirmsandprofessionalbodiestalkedaboutsomekindofcoordinationrole–theyfeltaneedformorecoordinationoftheprofessionalbodiesinthesectorandlookedtotheBSBaspossiblyprovidingthat.Onewayto
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achievethiswouldbetoaccreditprofessionalbodies,ortoratifythemascompetenttoprovidequalificationsorcompetentthemselvestoaccreditthetrainingprovidedinternallybyfirms.Anotherwaywouldbetosetstandardsdirectlyforqualificationsinordertocreatea‘goldstandard’.TheBSBshouldnotbeinterventionistandtrytoregulateallqualificationsacrosstheboard,butcouldsetoutmandatedcontentatahighlevel.Asalreadynoted,onebankorbuildingsocietyintervieweesaid:
Sosomeinfluencefromthatperspective[nudgingfromtheBSB]wouldbegreat.Iwonderifthat’spossible.
146. ItwasthoughttheBSBmighthavearoleindefiningframeworksofqualificationsinordertomakethequalificationsofferclearertobanksandbuildingsocieties.Relatedtothis,oneintervieweethoughttheBSBmighthelptodefinethoseroleswithinbankswhichoughttohaveabankingqualification–i.e.definingwhatisabankingroleasopposedtootherspecialismsandroles.
Certainlyacommonframeworkaroundstandardswouldbeveryuseful.Andthat’scertainlytheinvolvementtheBSBmaywanttotakeon.Andtoprovideclearerdirectiontotheindustryaroundexpectationsthere.Idon’tthinkit’snecessarilythecasethatitwillbeservedbyasinglequalification,butcertainlyasinglesetofstandards…Ithinkwouldbegood.
147. Oneprofessionalbodyintervieweetalkedaboutthewaybespokequalificationscanbedevelopedforbankswhothenloseinterestaftertheindividualdrivingtheworkleaves.Again,acommonframeworkof‘goldstandard’qualificationssetoutbyanexternalorganisationwouldbehelpfulhere.
Youknowwe’llgetsomeonesaying‘weneedaqualificationincreditriskmanagement’and…we’vegotstafftoputthroughit,we’dreallyloveitforyoutohelpusdevelopsuchathingandwe’llgointhereandwe’lldoit,we’lldevelopareallygoodqualificationandtwoyearsdownthelinethatpersonmoveson.Andthenextpersoncomesinandsays‘nah,Idon’tthinkthat’swhatweneed’.They’llwantsomethingdifferent.Sofromaprofessionalbodyperspective,thatcreateschallengeswithplanningandresourcesandallthatsortofstuff.Andagain,that’smaybewherethebankingstandardsboardhasarole.Whichistotryandachievesomesortoflevelofconsistencywithinorganisationsaboutwhere,peopleperformingtheserolesorthesefunctions,whatisareasonableexpectationandthelevelandcontentoftheirprofessionaleducation.Whichthenorganisationscouldpotentiallybenchmarkthemselvesagainstanduseitasaguide.
148. LookingatcultureacrossthebanksandbuildingsocietiessectortheBSBmightintersectwithprofessionalbodiesinawaywhichwouldprovideacheckforconsistency,perhapsbymeansofsomeover-archingcodeofethics,orsetofethicalprinciplesforbanking,thoughthiswouldhavetobelinkedappropriatelywiththeFCAcodeofconduct,theethicscodesofindividualprofessionalbodies,andthevaluessetoutbyparticularfirms.However,suchasetofprinciplesmightactuallyagainprovidesomecoherencetothisdiversity.Respondentsthoughtitwouldbevaluabletohaveanexternalbodywiththerightkindofreputationandauthority.
149. AnotherbankorbuildingsocietyintervieweenotedthatitneedstobeclearthattheBSBisnotanotherregulator.Thebanksandbuildingsocietiesfeelquiteheavilyregulatedandwouldnotwelcomeanotherbodyinthatrole.Butonebankorbuildingsocietyintervieweewasoptimistic:
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Ithinkso.Icanseeanecosystemwhereallthree[regulator,PB,andfirm]co-existandhavevaluablepartstoplayinthewhole.
150. TheBSBcouldfocusontheissueofageneralprofessionalqualificationinbankingandaskwhatdowe(asabanksandbuildingsocietiessector)needfromsuchaqualification,whatwouldmakeitmeaningfulandvaluableacrossthesector,andwhattechnicalandethicalcontentshouldithave?TheBSBcouldalsoplayaroleinrespectoftheinternationalstandingandvalueofaprofessionalqualification,notingparticularlytheinternationalnatureofbankingandofmanybanksandbuildingsocieties.
151. Anotherpossiblerolewouldbearoundthoughtleadership.ItwasalsosuggestedthattheBSBcouldallowallorganisationsinthebanksandbuildingsocietiessectortohaveavoiceandtosharegoodpractice.
152. Amongprofessionalbodyinterviewees,themostcommonsuggestionwasthattheBSBcouldplayapartingenerallyraisingtheprofileofprofessionalbodiesinordertogetemployersonboardwiththeprofessionalisationagenda.Thismightincludeemphasisingtheneedforbankstoengageactivelyanddeeplywithprofessionalbodies.Theprofessionalisationagendaisnotaboutbanksoutsourcingtheirresponsibilitiesonethicsandculture;theyneedtoengageinaconstructivedialoguewithprofessionalbodiesandbeopentochallenge.Itmightalsoincludechangingtheperspectiveofbanksandbuildingsocietiessothattheyseeprofessionaltrainingassomethingtobeproudof,somethingtheywouldwanttopublicise.Abankorbuildingsocietyintervieweealsohadasimilarkindofthought:
ItisabitofaphilosophicaldebateandwhythenBankingStandardsBoard’sbeensetup.Ithinkit’stryingtomovebankingandfinancialservicesmoregenerallybysaying‘we’reakeypartofhowsocietyworks’ratherthanjustmoneymakingbusinesses.
153. TheBSBmightalsoplayaroleinkeepingtheprocessofculturalchangegoinginthelong-termandcreatingsustainability.Ifthisisseenasashort-termproject,itwillnotbeeffective.
154. AnothersuggestionwasthattheBSBmighthelptosetupchannelsofcommunicationbetweenprofessionalbodiesandregulators,ingeneral,butalsoespeciallyonspecificareasincludingdiscipline.
155. OneintervieweethoughttheBSBshouldhaveastrongsteeringandcoordinatingrole:
IthinkitdoesneedmorecoordinationandIguessperhapsit’sfairtosaythatifthat,iftheindustryandprofessionalbodiescannotdeliveronthatprocess.ThenIthink,absolutely,Ithinkit’sthendowntotheroleofsomebodyliketheBankingStandards[Board]ortheregulatorstosay…‘Wetoldyouwhatyouneededtodobutyouhaven’treallydoneit.’
156. Ontheotherhand,anotherintervieweethoughttheBSB’sapproachshouldbetousegentlepersuasionratherthanbeingdictatorial,inasimilarwaytothebankorbuildingsocietyintervieweequoteaboutnudgingabove:
IgettheimpressionthatalotofwhattheBankingStandardsBoardistryingtodoisbygentlepersuasionandnotbeendoingtoodictatorialorprescriptive.NowIthinkit’sgottobebygentlepersuasion,bypeerpressure,bysuggestingthatallthebanksdoitthenthey’llworktogethertoraisestandards.IfonedoesitthentheremightbeanoutlierthattheymayormaynotfeelcomfortablewithsoIthinkthat,it’sgottobethatsortofgentlepersuasionthat…stemsfromthebanksthemselves.
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157. StakeholderintervieweeswereenthusiasticaboutthescopefortheBSBtouseitsprofiletopromoteprofessionalismandtheworkofprofessionalbodies,andtodriveengagementfrombanksandbuildingsocieties.
TheBSBhaveawonderful,wonderfulopportunitytopromoteandhighlighttheworkofprofessionalbodiesbecauseasIsaythey’rekindofunderutilisedandprobablyunderrecognisedatpresent.TheBSB-becauseithasn’tgotstatutorybacking,that’snotwhatitis-butitcameoutof…theParliamentaryCommissiononBankingStandardsandtheLambertreview.Soit’sgotathreadrunningbacktoParliamentifyoulike,andthatgivesithugeprofile,andthebudget,obviouslymeans…thatthey’reverygoodatgettingmediacoverage,theirbudgetismassivecomparedtotheonethatIhavegotforexample…WiththevoiceandtheprofilethattheBSBhave,Ithinkthey’vegotawonderfulopportunitytopromoteandsupportactiveinitiatives.
Iknowthattheywanttoestablishthebasicsandunderstandthislandscapebeforetheystartofferingopinionsbuttheyaretheonesthatwillbeinstrumentalinsupportingthegrowth,theuptakeofandtheservicesofprofessionalbodiesbecausethey’vegottheearofthechairman,they’vegottheprofile,they’vegotthevoiceandIdothinkthattheyhaveawonderfulopportunitytopromotethisaspectofbanking.
4.6 Professionalbodiesinbankingandacommunityofinterest158. Severalquestionsarisefromtheaboveastohowprofessionalbodiesinbankingand
buildingsocietiesa)movebeyondbeingperceivedassimplysellersofqualifications,b)developagoldstandardlevelofqualification(s)becomemoreeffectiveinaffectinglevelsofethicalbehaviourandcontributingpositivelytothecultureofbanking,c)helptoembedtheideaofthesocialpurposeofbanking,d)facilitatethesharingofbestpracticeacrosstheindustryande)achieveacoherentvoiceinthoughtleadershipfortheindustry.
159. Oneideathathasbeenincipientinanumberofthequotesaboveistheideathattheprofessionalbodiesinbankingandbuildingsocietiesneedtofoster‘communitiesofinterest’andthatthiswillcontributetoachievingsomeofthegoalsabove(andperhapsotherstoo).
160. Beforeturningtoconsiderwhatcanbelearntaboutprofessionsas‘communitiesofinterest’fromotherprofessions,weconcludethissectionbybrieflyreviewingagainthreeorfourquotesfromtheinterviewswhichpointinthisdirection.
161. So,onebankorbuildingsocietyintervieweesaid:
Icanseethevalueofthestructurethat…theGMC[GeneralMedicalCouncil]have,thatyouhaveonebodyacrosstheindustrythatsays‘here’sthestandards,here’sthequalificationsyouhavetohavetobeabletopracticeinthisarena,andhere’stheongoingwayofworking.’Thereisastrongsenseofcommunityandbelongingandprofessionalismand‘we’reallinitbecauseofthis’.Ithinkthatwouldbetomeaveryusefulbenchmarkmodel….
Andanothernoted:
Ithinkthatcommunitycanonlybehelpful,andsharingbestpractices,thatcanonlybe[conducive]toabetterculture.
Aprofessionalbodyintervieweealsofocusedonthenotionofacommunity:
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There’saroleforprofessionalbodiesin…helpingpeoplefromdistantorganisationstocometogetherandsharebestpractice.AndoneexampleIwastalkingtooneofourseniormembersaboutrecently,whenhewasagraduatetraineewithaverylargebank,theyhadveryregular,atleasttwoorthreetimesayearallofthegraduatetraineesonthatparticularcohortwouldgettogetherforagraduatetraineeweekend….Hesaidhowusefulhefoundthatasayoungentrantintothebankingsector,becausetherewasacommunityofpeoplewhoweregoingthroughsimilarkindsofexperiencestohimbutpotentiallyindifferentsectorsofthebank….Hethoughtitwasareallygoodwayforhimtounderstandwhatotherpartsofthebankweredoingandhefeltlikethatwasareallyprogressivethinganditwas[something]thatdidn’treallyhappennowthatgraduatetraineescameintoorganisationsandwereimmediatelytold‘you’reinrisk,you’reinsuppliers,you’regoingintocommercialbanking’andtheywerestreamedoffandthatcommunityaspecthadbeenlost.
Athirdbankorbuildingsocietyquotedevelopedtheidea,aswesawearlier:
Itwouldbeabsolutelyamazingtohaveaprofessionalbodythatwascreatingamuchstrongerdialoguecollectivelyacrossthebanksasopposedtofinancialservices:Whatareweherefor?Howisitworking?Whatarewestrugglingwith?Itcreatesasenseofbelongingandunitythatwe’redoingsomethingusefulthatisworthtalkingaboutratherthanbeingbeatenbytheregulator.Themorewecangetthedialogueoutandstartreallyhelpingnotjustotherbanksbutsocietyingeneral,Ithinkthere’sastrongersensecreatedthatremindsyouofstewardshiponbehalfofsocietyandmorethanthatobligationto.
Thisseniorbankorbuildingsocietyintervieweelinkedthisconceptionofaprofessionalbodytowhatpeopleworkinginbankingnowseek:
Mostdoctorsfeelonobligationtodotheirjobtothebestoftheirabilitybecausethey’reworkingonbehalfofabroaderpurpose.Idon’tthinkthatexistsinbanking.Ithinkit’sfeasibleitcould.ButIthinkthepeopleinbanking,particularlytheyoungergenerationthat’scomingup,areseekingmoremeaningfromwhatthey’redoing.They’renotjustinitforthemoney.
162. Weturnnowtotheinsightsgainedfrominterviewswithnon-bankingprofessionalbodies.
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5 ComparisonswithotherprofessionsInordertoreflectonthepossibleroleforprofessionalbodieswithinthebankingsectorinimprovingethicalbehaviourandculture,itisusefultoconsiderthecontributionmadebyprofessionalbodiesinotherimportantareasofworkinglife,andtocomparehowsomeoftheissuesforprofessionalisationinbankingareaddressedinotherprofessions.Fortheresultsinthissectionweconductedinterviewswithanumberofnon-bankingprofessionalbodies,aswellasundertakingdeskbasedresearch.
First,wepresentsomeperspectivesfromotherprofessionsonspecificaspectsoftheroleofprofessionalbodiesinprofessionalisation.Thenwesetoutsomegeneralconclusionsaboutwhatmakesforaneffectiveprofessionalbody,withaparticularviewtowhatthebankingsectorcanlearnfromtheotherprofessionswehaveinvestigated.Thisincludestwopossiblemodels–the‘engineeringmodel’andthe‘hospitalmodel’–aspectsofwhichmightprovefruitfulforthebankingsector.Weconcludewithasectionwhichreturnstothenotionofaprofessionalbodyasacommunityofinterest,assomethingwhichprofessionalbodiesinbankingmaywishtoconsider.
Comparisonswithotherprofessionsarepresentedintabularformattheendofthissection.
5.1 Results5.1.1 Qualificationsandtraining5.1.1.1 Accreditationofqualificationsandtraining
Theapproachtotheaccreditationofqualificationsandtrainingdiffersgreatlybetweendifferentsectors.
Insomeprofessions,eitherprofessionalbodiesorregulatorsmayaccrediteitherindividualcoursesorwholeinstitutionstodelivercourses.Inlaw,theSolicitorsRegulationAuthority(SRA)accreditsuniversitiestoprovidelawdegrees.Inengineeringtoo,professionalbodiesaccredituniversitiestoprovideengineeringdegrees.However,incontrasttolaw,itisnolongermandatorytotakeanaccrediteddegreeinordertobeamemberofanengineeringprofessionalbodyorachieveCharteredStatus.Previouslythiswasrequiredbuttherequirementhasbeendroppedinordertobemoreinclusive.(Notealsothat‘engineer’,asopposedto‘CharteredEngineer’,isnotaprotectedterm).However,asamatteroffact‘allofthemajoruniversities’willbeaccreditedwithrespecttotheengineeringdegreestheyprovide.Inmedicineanddentistry,theGMCandtheGDCaccredituniversitiestoprovidemedicalanddentaldegrees(andthesearemandatorytopracticeasadoctor/dentist).Mostactuarieswillnothavecompletedadegreeinactuarialscience.However,completingsuchadegreewillqualifyyouforexemptionfromsomeoftheIFoA’squalificationrequirements.‘Actuary’isnotaprotectedterm,althoughinpracticeitwouldbeveryhardtoworkasanactuarywithouttheIFoAqualifications.Thereisasimilarsituationinaccounting,althoughaccountingdegreesaremorecommonthandegreesinactuarialscience.Inconnectiontothis,itisworthnotingthattheCharteredBankerInstituteismakingeffortstoaccreditsomefinancedegrees.
Insomeprofessions,CPDisalsoaccreditedbytheprofessionalbody.Thisisthecaseinmedicine,dentistryandlaw.However,innoneoftheseprofessionsisitmandatorytotakeaccreditedCPD.Inactuarialscience,theIFoAdoesnotformallyaccreditCPDbyexternalproviders.
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5.1.1.2 Generalorspecificqualificationswithinprofessions
Asacomparisonwithbanking,weaskedhowgeneralorspecialisedweretheskillsandknowledgerequiredbypeopleworkinginthedifferentprofessions.
TheLawSocietyofEnglandandWalesnotedthatsolicitorshavebeengettingmoreandmorespecialisedovertheyears.Qualificationsstillhaveaverylargegeneralcomponent,buttheresultofthiscanbethattheremightbelargeareasofknowledgefallingoutsideyourspecialismthatyoudonotrevisitfollowingqualification.
Inqualificationsinengineering,lawandmedicinethereisapatternofstartinggeneral(thatiscoveringasetofmaterialswhichallengineersordoctorscover)andthenspecialising,althoughtheproportionofgeneraltospecialistcontentvaries.Forexample,inengineeringtypicallyjustthefirstyearofadegreeisgeneral.Inmedicine,thefirstsevenyearsarelargelygeneral(inthissenseofbeingmaterialswhichalldoctorscover).
Inintellectualpropertylaw,thelegalknowledgeandskillsarelargelycommontoallprofessionals.However,individualshavespecialismsintermsofthetypesofintellectualpropertytheyworkwith.Forexample,apatentattorneymightqualifyasanengineerbeforemovingintoIPlaw,andwouldthenspecialiseinengineeringpatents.
Intervieweesfrombothamedicalandafinancialprofessionalbodystressedtheimportanceoftheprofessionalandethicalaspectsofthegeneralcomponents:
Thosesevenyearsareaboutacquiringyourtechnicalandclinicalskills,yourscienceknowledge,butalsolearningabouthowtobeagooddoctorinthebroadestsense.Sounderstandingaboutthelegal,ethical,operational,andotherexpectationsonyouasaprofessional.Intwoyears,inyourfoundationprogrammes,you’rebeginningtodrilldownbecauseyou’renowinaclinicalpracticesetting.You’reinahospital,you’redoingrotations,intodifferentareasofmedicine,includinggeneralpractice.Soyou’regettingrealexperienceofclinicalpractice….Soyou’rebuildingbothyourtechnical,clinicalskillsandyourbroaderprofessionalpersonalityandskillsets,andafterthat,havinghadanumberofclinicalplacements,you’reabletobegintostartspecialising.
5.1.1.3 Continuingprofessionaldevelopment
ThereisconsiderablevariationinthewaysdifferentprofessionsapproachCPD.Inparticular,CPDisoften,butnotalways,subjecttospecificrequirementsintermsofhours,withthisperhapsbeingalesscommonfeatureofthe‘established’professions(forexample,medicine,lawandaccountancy).Therecouldbeanumberofreasonsforthis.Onemightbethatintheestablishedprofessionstheexpectationthatonewillkeepuptodateissofirmlyembeddedintheculturethatallprofessionalswouldroutinelyexceedmandatoryminimumhoursanyway.Thisisperhapspartofawidercultureofindividualresponsibilityformaintainingstandards:settingaminimumlevelofCPDmightbetakentoimplythattheprofessionalbodyhasresponsibilityformaintainingcompetence,whereasinfactthisresponsibilityproperlyrestswiththeindividualprofessional.TheLawSocietyofEnglandandWaleshasrecentlymovedawayfromacompulsoryenforcementofmandatoryCPDhoursbytheregulator.
Nonetheless,thereisinalloftheseprofessionsarequirementfortheprofessionaltodemonstratethattheyarekeepingtheirknowledgeandskillsuptodate.Interestingly,bothmedicineandlaware
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intheprocessofinstitutingalicensingregimeinwhichadesignatedpersonwithineachorganisationhasresponsibilityformonitoringandcoordinatingCPDforallmembersinthatorganisation,asystemwhichisalreadywellestablishedinactuarialscience.AstheGMCputit:
There’sacombinationofactiveresponsibilityonthedoctorasaprofessionaltobeengagedinaprocessofannualreviewandreflectionandevidence-gathering,buttheorganisationalsohasaresponsibilitytoensurethatthatishappening-thatthedoctorsarereceivingsupportforthatandthentomakearecommendationaboutthedoctor’scontinuing…fitnesstoholdthelicense.
Incontrastwiththeaboveapproaches,inengineeringtheEngineeringCouncilhasjustintroducedaminimumrequirementforCPD(20hours)whichwillcomeinfrom2017.Previouslyitwasencouragedbutnotcompulsory.Thisisabigchangefortheengineeringprofessionalbodies,whowillberesponsibleforoverseeingit.Theyarecurrentlyworkinghardongettingthemessageouttomembersaboutwhatthismeansfortheminpractice,anddevelopinganinfrastructuretorecordtheCPDundertaken.
Inactuarialsciencetoothereisasystemofmandatoryminimumhours.Thereisalsoadistinctionbetweenthosewhoworkinreservedroles(i.e.thoseroleswhichlegislationprescribesmustbeundertakenbyaFellowoftheIFoA)andthosewhodonot.TheIFoAissuespracticecertificatesforreservedroles.CPDismandatoryforallmembersbutthosewhoneedapracticecertificatehavemorestringentrequirements.
Relatedtotheabove,athemethataroseininterviewswithseveraloftheprofessionswastheneedtoavoida‘box-ticking’approachtoCPD.WhilesettingmandatoryminimumsforCPDcansignalthatitistakenseriouslyandgivethebodyorregulatorabasisforassessingmembers’CPD,itcanleadtoanassumptionthatallthatmattersis‘gettingthehours’.Infact,itiseasytodemonstratethatonehasfilledatimerequirementanditispracticallyimpossiblefortheprofessionalbodytoverifythatthehourshavereallybeenachievedand,ifso,thatthisgenuinelyenabledtheprofessionaltokeephisorherknowledgeandskillsuptodate.PerhapsmoreeffectiveisthemodelwhereprofessionalsareaskedtoactivelyreflectontheirlearningandtheoutcomesoftheirCPD,asintheportfolioapproachnowbeingdevelopedbytheGMC(andoperatedbyengineeringprofessionalbodiesforachievingCharteredStatus).
OneintervieweeacknowledgedthatthereissometimesachallengearoundpersuadingmemberstotakeCPDseriously:
ThereisastigmaIthinkaboutCPDamongstprofessionalpracticegenerally.Andtherecanbethisrathernegativereactionwherepeoplethinkthatthey’reperhapsalittlelonginthetoothandtheyknowwhatthey’redoingandthey’requalifiedandbeingover-regulatedbythisprocess-drivenCPDscheme….There’saculturalpiecethere.There’saculturalpiecearoundgettingpeopletoacceptthatlifelonglearningisnotonlyappropriateandinterestingbutisaresponsibility.
5.1.2 ActiveinvolvementofmembersBecomingagenuinelylivingprofessionalbodyinwhichmembershaveastrongsenseofprofessionalmembershipisachallengeinmanyothersectors.Interviewsrevealedtwodistinctaspectsofsuchdevelopment.
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5.1.2.1 Engagementwithmembers
Thenumberofvolunteersaprofessionalbodycancallontohelpwithitsworkisbothameasureofitssuccessinengagingwithmembersandameansofincreasingengagement.TwoorganisationswhoseemtobehavingsuccessinthisareaaretheIET(3,000volunteersoutofamembershipof165,000andespeciallytheIFoA(3,500outofatotalmembershipofjust28,000).
Thistypeofengagementisonekeyfactorinfosteringasenseofsharedvaluesanda‘communityofinterest’intheprofession.Itisalsoparticulartoprofessionalbodies(regulators,forexample,clearlywillnotbeabletocalluponvolunteers).However,therecanbeariskof‘toomanyvoices’:
Ithinkwehaveamassiveadvantageasaprofessionalbody…becausewehaveagreatengagementwithourmembers….Anindependentstatutoryregulatorwouldn’thavethebenefitofthat.Buttherearechallengesinthattoo….There’sachallengeinmaintainingabalancedandinformedperspectivearoundtheworld.There’sachallengeinwhoyoulistento.Therearealmosttoomanyvoicesatatimeifyou’renotcareful.There’sachallengeindecision-making….Ithinkthere’samassiveadvantageinhavinganengagedprofession.Youcan’tdoitallalone.
5.1.2.2 Networking
Networkingopportunitiesprovidedbytheprofessionalbodywereidentifiedasausefulaidtocareerdevelopmentforprofessionals,andameansforsharinggoodpracticeandcommonchallenges.
Itwasnotedthatchangesincareerpatternsmeanthatpeopledonottendtostaywithasingleorganisationforallormostoftheirworkinglife.Oneroleoftheprofessionalbody,then,istoprovidecontinuityandasenseofcommunityforprofessionalswhomightmovebetweenemployersquitefrequently.Itwasalsonotedthatnetworksprovidedbytheprofessionalbodycouldhelptoprovidejobsecurity–intheeventofredundanciesprofessionalscanbekeptwell-informedaboutdevelopmentsinthesector,andcanhaveaccesstocontactswhomightbeabletohelpthemtofindtheirnextcareermove.
5.1.3 Overseeingethicalstandards,anddisciplineInmanyprofessions,fosteringacommitmenttoacommonsocialpurpose,andasetofethicalvalues,isanotherimportantaspectofaflourishingprofessionalbody.
Therearevariousapproachestoinculcatingprofessionalswiththeethicalstandardsexpectedofthem.Inmedicineanddentistry,theGMCandGDCsetouttheethicalstandardsfortheprofession,andthesearemadeknowntostudentsonentrytotheUniversity(whichisalsoentrytotheprofession).Studentmembersoftheprofessionaresubjecttotherequirementsandaspirationssetoutintheprofessionalethicscode,fromthebeginningoftheirundergraduatestudies.TheGMCandtheGDCalsolaydownguidelinesregardingtheteachingofthekeyethicalprinciples(fortheprofession)withinmedicalanddentalcurricula.AndthisresponsibilityforinculcatingprofessionalethicsremainsanimportantpartofCPDintheprofessionthereafter.
Inmedicine,theHippocraticOathhaslongencapsulatedkeyethicalprinciplesinmedicineandsomeUniversitieshaverecentlyintroducedceremonieswherecohortsofmedicalstudentsrecitetheoath(oramodernversion)collectively,aspartoftheinculcationofthelevelsofethicalbehavioursetdownbytheGMC.Thisisnotuniversalpracticeatpresent.
Inaccountancy,ethicscontentisbuiltintothecurriculumoverseenbytheICAEWatalllevels.Inassessment,studentsareexpectedtohighlightethicalaspectsofcasesalongsideothermore
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technicalaspects,thusensuringthatethicsisseenasintegraltoaccountingpracticeratherthanaseparateareaofstudy.
Alloftheprofessionalbodiesweinterviewed(inlaw,finance,actuarialscience,medicine,dentistry,andengineering)hadacodeofethicsorcodeofconduct.InlawtherelevantdocumentistheSRAHandbookwhichincludesasetofprinciplesandacodeofconduct.Codesareusedasthebasisofdisciplinaryproceduresbutalsotogiveadviceandguidancetomembers.Severalintervieweesidentifiedeffortsbytheprofessionalbodyaimedatbringingthecodeofethicstolife.Theseincludedonlineethicalscenario-basedlearningsuchasthatnotedunder‘adviceandguidance’below.TheLawSociety,IPReg,IFoAandtheIETallprovidescenario-basedCPDinethicsfortheirmembers.
Thewaydisciplinaryproceduresaredealtwithisquitesimilarindifferentprofessions.Onenotabledifferenceistheextenttowhichtheresultsarepublished.Forexample,theIETtreatstheoutcomesofdisciplinarycasesinconfidence,whereastheIFoApublishestheoutcomesofallitscases.18Theremayalsobeassociateddifferencesintherobustnessofthedisciplinaryprocesses(e.g.theconstitutionofthedisciplinarycommittee,theresourcesavailableforinvestigatingdisciplinarymatters,andsoon).
Oneofourintervieweesnotedthatthereisachallengeforaprofessionalbodywithaninternationalmembershiptosetstandardsthatwillbemeaningfulindiversesocietiesaroundtheworld.Theremightbeatensionbetweentheneedtoprovidegenuineguidanceandtheneednottoimposevalueswheretheyarenotappropriate.
5.1.4 ReportingandWhistleblowingAssociatedwithbeingpartofaprofessioninwhichthepurposeoftheprofession,anditsstandardsofethicalbehaviourplayacentralrole,istheprofession’sattitudetoreportingissues,orraisingconcerns,and‘whistleblowing’.
Complaintsarehandleddifferentlyindifferentprofessions.However,thereareusuallyclearchannelsforreferralofcomplaintsbetweentheregulatorandtheprofessionalbody(assumingtheseareseparateentities).Forthistowork,therehastobeaclearandsharedunderstandingofthedifferentrolesofthetwoorganisations.Eachmustknowwhenaparticularcasewouldbemoreappropriatelyhandledbytheother,orbythetwoworkinginpartnership.
Oneintervieweenotedthattheyviewedalargenumberofcomplaintsasasignofhealth:
Personally,Iworryifwedon’thaveasufficientflowofcomplaints.Iworrybecauseit’scriticalthatwe’rerelevantinthepublicmind-set.Andthatpeoplearebringingissuestousandwe’redealingwiththem.
Anotherintervieweenotedthecentralimportanceofreportinginmaintainingstandards:
‘Wehavegottopromotetheimportanceofprofessionalself-responsibilityandreportingandraisingofissues.’
Reportingandwhistleblowingisgenerallyseenasacentrallyimportanttoolinthemonitoringandmaintainingofethicalstandardsbyprofessionalbodies–itisperhapsthewayprofessionalbodies18IntheIFoA,ifthemattergoestoadjudication,thatisheldinprivate,andthereisnopublication.However,ifthereisafindingofmisconduct,orareferralfromadjudicationtoatribunal,thesedecisionsarepublished.
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mostcommonlybecomeawareofincidentswhichrequireinvestigation.Becauseofthis,someprofessionalbodiesmakeitaprofessionaldutytoreport.ThecodesofethicsoftheSRA,theGMCandtheIFoA,forexample,allcontainadutytoreportonotherswhoareinbreachofthecode.Amemberwhoisawareofunethicalbehaviouranddoesnotreport,therefore,ispotentiallyinbreachofthecodethemselves.
5.1.5 AdviceandGuidanceThisaspectofthelifeofaprofessionalbodycanbebothawayofengagingwithmembersandalsolinkedtothebody’sroleinthoughtleadership.
Mostifnotallprofessionalbodiesprovideguidanceintheformofpublicationsonmattersofcentralimportanceintheirprofession,oftenincludingethicalissues.However,notallprofessionalbodiesprovideadvicetoindividualmembers,forexamplethroughthewebsite,byemailorthroughaconfidentialphoneline.
TheLawSocietyofEnglandandWaleshasapracticeadviceservice.ThedivisionofresponsibilitybetweenbodiesisthattheSRAtellspeoplewhattherulesare,andhasahelplinethroughwhichitprovidesadviceoninterpretationoftherules,whereastheLawSocietygivesadviceoverandaboverules,i.e.guidanceandsupportaroundprofessionalethics.Inthejargon,theSRAgives‘practicenotes’,whereastheLawSocietygives‘guidancenotes’.TheLawSocietyalsohasatailoredareaofthewebsite–MyLawSociety–whichgivesinformationandadviceonkeythemes.Thisincludesethicalscenarios.
TheLawSocietyalsoprovidesadvicetoindividualmembers.IfamemberoftheLawSocietysoughtadviceonsomethingthatraisedwider(e.g.firmwide)issuesthatmightrequiretheinterventionoftheregulator,then,
‘Ifthecallerhadaseriousissuewiththefirm,then…theywouldbeshownthevariousoptionstheycouldtake.Butitwouldn’tbetheLawSociety’sjobtointerveneonbehalfofthatprofessionalandtakeupthatissuewiththeregulator.Ifthere’sacomplainttobemade,thenthatwouldbemadebytheindividual’.
BoththeGMCandtheGDCprovideonlineadviceandguidanceandalsoaconfidentialphonelinefororaladvice.
IPReg(whichistheregulatorratherthanaprofessionalbody)doesnotprovideadviceorguidance.Theprofessionalbodiesinintellectualpropertylaw,whiletheydopublishgeneralguidance,donotappeartoprovideadvicetoindividualmembers.TheIETusesanonlinecommunityforengineerstoaccessadvice.Theyprovideanumberofonlineresourcesincludingresourcesonprofessionalethics.Theydonothoweverprovideindividualadvice.TheICAEWprovidesextensivegeneralguidanceandhasaveryactiveadviceline.
TheIFoAprovideadviceandguidanceinanumberofareasbyemailandphone.Forexample,theProfessionalStandardsServicecanadviseon‘interpretingprofessionalortechnicalguidance’.Theyalsousevolunteerstoadviseoninterpretationofregulation:
We’vegothundredsandthousandsofhitsonourexperiencedmember[professionalism/ethics]videomaterial.Andthetake-offhasbeenhuge.We’vegotfirmsusingit.Thisisnotasortofmarketingmodebutwhatthistellsmeisthatthereisanappetiteforthis.People…takethisstuff
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seriouslyandtheywanttounderstandtheseissues.Andtometheformatfeelsright.We’renotpreachingtopeople.We’renottellingthemthisiseasy.We’renottellingthemthereareparticularobviousrightanswerstoeverysituation,butwe’reraisingissuessotheycanbemoreself-awarewhentheyhavetomakehardjudgmentcalls.
5.1.6 ThoughtleadershipTheprofessionalbodiestowhomwespokesawthoughtleadershipasakeypartoftheirrolewithintheirrespectiveprofessions,usuallyassociatedwiththemissionofaprofessionalbody.Obviouslyitcancontributetotheprofileoftheprofessionalbodywithinthewiderpublicmind,aswellasmanifestingthebodyasacommunityofreasoners,abodyexercisingreflectiononthelifeoftheprofession.
Inengineering,thoughtleadershipcanbedifficultinasectorwithalargenumberofprofessionalbodies(36inengineering).Therecanbealackofacoherentvoicespeakingonbehalfoftheprofession.Particularlyproblematiciswhentheinterestsofthedifferentconstituenciesrepresentedbythedifferentbodiesareinconflict.Forexample,onesolutiontoaproblemmightinvolvealotofworkformechanicalengineers,anotherforelectricalengineers,andsoon.Thisisakeyroleforthecanopybodiesinengineering–theEngineeringCouncilandtheRoyalAcademyofEngineering–makingsenseofthediversevoicescomingfromdifferentareasoftheprofession.
Thefocusofpublicengagementcandependonfactsabouttheprofession.Forexample,amajorpartoftheIFoA’sworkisto,‘puttherelevanceofactuarialscienceinthepublicdomain,raisetheprofileofourmembershipcollectivelyandwhatactuariescanoffertheworld.’Thisis‘alittlebitofachallengeaspeopledon’tnecessarilyorintuitivelyunderstandwhatactuariesdo.’Incontrast,publicengagementbytheLawSocietyismorelikelytobearoundspecificissuesofinteresttothepublic.
5.1.7 ThemissionofaprofessionalbodyClearlyifaprofessionalbodyexpectsmemberstobeengagedinitslifeitisimportantthatithasaclearsenseofitsmission,thatthemissionisonewhichmemberscanrecogniseasimportant,andthatitiscommunicatedclearly.
Aswiththebanking-relatedprofessionalbodies,weaskedintervieweesfromcomparatorprofessionswhattheysawtheirprofessionalbody’smissionasbeing.Thiselicitedanumberofdifferentanswers.
• Severalintervieweesthoughtpromotingtheprofessionwasakeypartofaprofessionalbody’smission.
• Oneintervieweenotedtheimportanceofcreatingacommunityofinterest,andofspeakingonbehalfoftheprofessionwithoutbeingalobbyingorganisation.
• TheGMCstraplineis‘workingwithdoctors,workingforpatients.’
• Anotherintervieweesaidthefollowingwhenaskediftherewasatensionbetweenmaintainingstandardsandgrowingthemembership:
Wehavedebatedthatbutit’sbeenveryclear.There’snoargumentaboutthebasicpropositionwhichisthatthepriorityisthe[maintainingstandards].Wedon’tcompromiseonstandards,otherwisewesimplydie.Welosetrackofwhatwe’reaboutandifwedothat-We’reaboutvery,veryhighquality,professionalpeoplewhocanbetrustedandreliedupon.
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Ontheotherhand,wewanttospreadthatmessageandwewanttomaketheprofessionmoreaccessibletopeoplewhowantto,andarecapableofmeetingthosestandards.We’renotforprofit,sowe’renotfinanciallydriven,inthatsense.Butpartofourremitasoneofthetwobiggest[professionX]bodiesworldwideisifyouliketorepresent[professionX]…globally,themorewecancontributebygettingourmessageoutthere,themorepeoplewecanbringonboardattherightlevelintermsoftherightstandards.
• Anotherintervieweesuggestedthatasenseofprofessionalidentityiskey.Thenotionofthemissionofaprofessionalbodyasbeingtoservethepublicinterestmayberelevanthere.Theintervieweeobservedthatalllawyershave‘asensethattheyareofficersofthecourt’.Thisisanethicallyrichideathatincludesnotionsofsocialpurpose,thepublicinterest,theinterestsofjustice,andsoon.
5.1.8 EngagementwithemployersTherewassomediscussionofprofessionalbodiesengagingwithemployersdirectly.Mostoftheprofessionalbodieswithwhomwespokehadsomeformofrelationshipwithemployingorganisationsaswellaswithindividualprofessionals.However,theprimaryrelationshipforallofthemwaswiththeirindividualmembers.ThefocusoftheLawSocietyofEnglandandWalesinparticularisverymuchonengagingwithindividualmembersasopposedtofirms,andtheprimaryfocusoftheGMCandGDCiswithindividualregistereddoctors.
IPReg,astheregulatorforintellectualpropertyattorneys,regulatesbothindividualsandfirms.
Someoftheprofessionalbodieshavespecificschemesaimedatemployingorganisations.TheIEThasa‘CorporatePartners’scheme.Thishelpsthemtorecruitmembersbuttheyalsoworkwiththeorganisationsonchannellingmembersintoprofessionalregistration.Theyarealsoabletoprovidespeakerswhocangointoorganisationsandspeakonspecifictopics.TheIFoAhaveanew‘QualityAssuranceScheme’whichaccreditsemployers,‘lookingatwhatsupporttheygivestudents,CPDrequirements,whatkindofpoliciestheyhaveinplace,whistleblowing,awholerangeofthings.’
5.2 ModelsfromotherprofessionsthatmayserveforcomparisonAsnotedattheoutsetofthissection,inconsideringprofessionalisationinbanking,andtheroleofprofessionalbodiesinsuchaproject,itmayalsobehelpfultoconsiderthefollowingtwomodelsfromotherprofessions.Considerationofthese‘models’aroseinthecourseofreflectiononbothourinterviewsandourdesk-basedresearch.
5.2.1 The‘engineering’modelEngineeringmayperhapsbeaprofessioninwhichtheroleofprofessionalbodies,togetherwith‘canopy’bodies,couldprovideahelpfulmodelfortheprofessionalisationofbanking.
Asinbankingthereisaverylargenumberofengineeringprofessionalbodies(orprofessionalinstitutes),morethanthirtyintotal.Someoftheprofessionalinstitutesareverylarge(theIEThasmorethan160,000members)andquiteanumberrathersmallwithfewerthan10,000members.
However,thereare,inaddition,two‘canopybodies’theEngineeringCouncilwhichhasaboardwithrepresentativesfromallthirty-sixprofessionalinstitutes,andtheRoyalAcademyofEngineering,whichrecognisesdistinctionintheprofessionasawhole.Neitherareprofessionalinstituteswithmembers–theRoyalAcademyofEngineeringhasFellows--butbothplayanoverarchingrolefortheprofessionandcontributesignificantlytothedevelopmentofprofessionalstandards.
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ThustheEngineeringCouncilaccreditstheprofessionalinstitutesasthemselvescompetenttocarryouttheirprofessionalroles.SothecouncilaccreditstheIET,forexample,asinturnitselfcompetenttoaccreditUniversitydegreeprogrammesordevelopingCPDactivity.TheEngineeringCouncilalsosetssomecommonstandardsintheUKSpecification(UKSpec),whichmustbeadheredtoinallengineeringdegrees.
SowhilethereisconsiderablediversityregardingtheknowledgerequiredtobecomeanengineeringprofessionalonesignificantmodeofentrytotheprofessionisthroughUniversitydegreeprogrammeswhichareaccreditedbyaprofessionalbody(IMechEforMechanicalEngineering,BritishComputingSocietyforComputerScience,IETforElectricalandElectronicEngineering,andsoon).Whilstindividualprofessionalbodiesaccreditparticulardegreeprogrammes,theEngineeringCouncilseekstoensurecomparablestandardsacrossthemall.
Thestructureofprofessionalqualificationsinengineeringisalsoapotentialmodel.Ontheonehandthedegreelevelqualificationshaveabalancebetweengeneralengineeringknowledgewhichisdeliveredinthefirstyearandmorespecialistknowledgeinlateryears.
However,theengineeringprofessionalbodiesalsooffertiersofqualifications.TheIETforexampleoffersfourtiersfromanapprenticeleveltoCharteredEngineeranditisnolongerarequirementtohaveadegreetobeamember,ortoacquireCharteredstatus.Sothereisaflexibleframeworkofqualificationsandlevels,andasimilarsortoftieredapproachmightworkforbanking
Anotherpotentialareaofcomparisonconcernstheroleofprofessionsinraisinglevelsofethicalbehaviour.Inrecentyearsindividualengineeringprofessionalinstituteshavetakenanincreasinginterestinprofessionalethics,butthishasbeenfosteredtoasignificantextentbythetwo‘canopy’bodies,theRoyalAcademyofEngineeringandtheEngineeringCouncil.
TheRoyalAcademyofEngineeringlauncheditsstatementofethicalprinciplesforallengineersin2005(relaunchedin2007).Therewascloseco-operationwiththeEngineeringCouncilinthisdevelopment.Individualprofessionalbodiesalsotendtohavetheirowncodesofethics,andlargeengineeringfirmsmightwellhavetheirowncodesofconductorethicstoo.However,theaimisthatallsuchcodesshouldatleastbeconsistentwiththeoverarchingstatementoffourmainprincipleswhichhasbeensetoutbytheRoyalAcademy.
AsnotedabovethediverseprofessionalbodiesinengineeringhaveresponsibilityfortheirmembersCPD.However,theEngineeringCouncilaccreditsthemtoprovideitandithasnowintroducedacommonminimumrequirementfortwentyhoursayearacrossallthediverseinstitutes.
Theengineeringinstitutesalsohaveresponsibilityfortheirmembers’disciplineandthisshouldcoverbothprofessionalcompetenceandethicalbehaviour.Thisisanareawheretheremaybesomedifferencesfrombankinginthatthereisnotalargeregulatoryenvironmentinengineering,sonotthechallengeofintegratingthedisciplinaryproceduresoftheprofessionalbodieswiththeroleoftheregulatorsinthatregard.
Butintermsoftheirprocedures,whilstprofessionalbodiesinengineeringcanremovecharteredstatus,orexpelamemberfrommembership,thisdoesnotpreventthatpersonfromcontinuingtopracticeasanengineersotheforceofthedisciplinarypowersisperhapssomewhatlessstringent.Perhaps,also,theconsequentimpactontheethosoftheprofessionasawhole,andprofessionalethics,isnotasgreatasthatwhichprofessionalbodiescanachieve,inprinciple,inareassuchasmedicineanddentistry.Sothis(theengineeringcase)thismightbeclosertothecurrentsituationwithinthebankingprofessionalbodies.
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Theplethoraofprofessionalbodiesmayraisechallengesregardingtheireffectivenessinworkingwiththeengineeringindustry,aswellasintermsoftheprofileofaprofessionalengineerinthepublicmind.Asnoted,theEngineeringCouncilhasaboardonwhichall36engineeringbodiesarerepresented,inordertofacilitatecoordinationbutitwassuggestedinourinterviewsthatthesizeofthisboardcreatesachallengeforeffectivedecision-making.
Partnershipsbetweenprofessionalbodiesisanotherimportantissue,notleastintermsofcreatingpathwaysforqualifications.Itcanpreventtheneedforindividualstobemembersofmorethanoneprofessionalbody.TheIETnotedthattheyareworkingwiththeCharteredManagementInstitutetoofferjointqualificationsforengineersworkingasmanagers.ThiswouldenableIETmemberstoattainandCIMqualificationwhilststillbelongingtojustoneprofessionalbody.Soprofessionalbodiesinengineeringarebeginningtoaddressthischallenge.
Thenumberofdifferentbodiesinengineeringalsocreatesachallengeforthoughtleadership,asnotedearlier,owingtotherangeofdifferentvoices,andhereagainthecanopybodiescanhaveanimportantroleinseekingtodevelopcoherentmessagesfromtheprofessionasawhole.
5.2.2 The‘hospital’modelThe‘hospital’modelpresentstheideathattheroleofprofessionalbodiesinprofessionalisinglargebanksandbuildingsocietiesmighthaveananalogywiththeroleofprofessionsinlargehospitals.
Inbriefoutlinethethoughtisthathospitals,likelargebanks,areorganisationswhosefunctioningdependscentrallyontheworkofmedicalandhealthcareprofessionals,butalsorequireslargenumbersofotheremployees,fromITprofessionalstofinancialandHRprofessionals,forexample.Inaddition,hospitalsalsodependonthecontributionofthoseoutsideprofessions,suchasporters,kitchenstaffandsecuritypersonnel.Alsowithinthemedicalstafftherewillbeawiderangeoflevelsofexperienceandexpertise,fromconsultantsthroughtocareassistants.
Inasimilarway,banksdependonaverywiderangeofemployeesandwithinthefinancialpersonneltherewillalsobeaverybroadrangeofexperienceandexpertise,fromcounter-stafftoseniorbankers.Soonequestionthatarisesfromthisperspectiveishowbroadlytherequirementthat‘all’staffinbankshaveacommonprofessionalqualificationinbankingshouldbeunderstood.Foritmightbesaidthatinahospitaltherearemanystaffwhoarenotexpectedtohaveanyprofessionalqualificationwhichprovidesthemwithaverygeneraltechnicalcompetencewithrespecttotheproperfunctioningofahospital;andthatevenwithinthemedicalandnursingstaffthereisnocommonqualificationwhichallhold.
Itmightofcoursebethecasethattheprofessionalisationofhospitalswouldbenefitiftherewassomecommonqualificationrequiredofatleastallmedicalandhealthcarestaff.Itmightbethecasethatthecontentsofthiswouldbelargelyfocusedondevelopingabasiccommonunderstandingoftheethicalandregulatoryframeworkforhospitals,andmuchlesson‘technical’matters.
Itmightalsobethecasethatanimplicationofreflectiononthe‘hospital’modelwouldbetonotethattheethosoftheprofessionalmedicalpersonnelisatthecentreofaproperlyfunctioninghospitalandbycontrastwhatislackingfromalargemulti-disciplinarybankingfirm,orbuildingsociety,istheprofessionalethosofbankingprofessionals.Thenonthisviewthemodelwouldsuggestthattherewasaneedforallorprettymuchalloftheemployeesworkinginthe‘banking’functionsofthebanktohaveacommonprofessionalqualificationwhichwouldmeetthecurrentlack.
Aswiththeengineeringmodel,then,thismodeldoesnotleadtoanydirectimplicationsonhowtomakechangessothatprofessionalbodiescanenhancelevelsofethicalbehaviourandtechnical
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competenceinbanksandbuildingsocieties,butprovidesaframeforconsideringpossiblewaysforward.
5.3 AchievingacommunityofsharedinterestsInarecentdissertationsubmittedtotheUniversityofLeeds,RebeccaDoodsonreportsLordBenson’scriteriaforaprofessionsetoutin1992whereBensonstatesthat‘aprofessionmustbecontrolledbyagoverningbody,actinginthepublicinterest,which(amongotherthings):
• Setsadequatestandardsasaconditionofentry• Ensuresthattrainingandeducationcontinuethroughoutamember’sprofessionallife• Setsethicalrulesandstandardsdesignedforthepublicbenefit,higherthanthose
establishedbythegenerallaw;and• Takesdisciplinaryactionagainsttransgressors.
Doodsonnotesthat,‘thesedutiesareverysimilartothethreepillarsofprofessionalregulationsetoutbytheProfessionalAssociationResearchNetwork(PARN),whichare:
• Entrystandards• Complaintsanddiscipline• CPDandpositivesupportsforethicalbehaviour’19
However,DoodsongoesontocitePhilipMawerwhoidentified‘anadditionalpillarofprofessionalism–thecultureofaprofession…and[who]notesthat‘initialtrainingandCPDneedtobeseen,notjustasbeingabouttheacquisitionofskillsbutasbeingabouttheshapingofmembersinthecultureofaprofession.We[theIFoA]arenotinthebusinesssimplyoftrainingbutofformationofmembersinthevaluesandexpectationsoftheProfessionofwhichtheyseektobe,thenare,aproudpart.’20
TheseideasarehelpfulinthinkingabouttheaspirationsthatProfessionalBodiesinthebankingsectormighthave,throughwhichtheymightmeettheneedsidentifiedbyfirmsinourresultssectionabove.Forthesethoughtspointtowardstheconceptionofaprofessionalbodyasmuchmorethanamereprovider(orseller)ofqualifications,butacommunityofinterest,orinCheshireCalhoun’sphrase(inanothercontext),a‘communityofreasoners’,andpartofthesocialcapitalofsociety.21
Thisricherconceptionofaprofession,asMawernotes,givesacontexttotheprovisionofqualificationsandCPD,andtotheotheractivitiesofaflourishingprofession,ofservingtheformationofthemembersoftheprofessionwiththegoalthatthosememberscantakeprideinthatprofessionandthuswishtobeactivemembersoftheprofessionalbody(literallylimbs–Latin‘membra’).Inbeingactivemembers,andthroughtheconceptionofsocialpurposearticulatedbytheprofessionalbody,themembersaretherebyenabledtoserveboththeirfirms(inthecaseoftheactuarialprofession)andwidersociety.
Tofleshoutthisviewalittle,itispossibletodrawonthemainpointsthatwerenotedaboveinsettingoutourresultswithrespecttothecomparisonswithotherprofessions.
1.Ifbecomingamemberofaprofessionalbodyisconceivedasenteringonaprocessofformationwithintheprofessionthenthemissionoftheprofessionalbody,inwhichthesocialgoalofthe
19Doodson(2016);quotingBenson(1992)andMawer(2010).20Doodson,ibid,citingMawer(2010).21Calhoun(1995).
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professionissetoutwillbeacrucialstartingpointsincethepurposeoftheformationwillbetoenablethemembertoservethatmission(andwidergoal).
2.Inthelightofthemissionitwillbepossibletoidentifythekeyethicalconsiderationswhichanyoneengagedinthatprofessionneedsparticularlytoattendtoinvirtueofsalientfeaturesofthatprofessionalactivity.So,forexample,giventhattheconductofmedicineoftennecessarilymakespatientspeculiarlyvulnerabletotheirdoctors,whetherphysicallyorpsychologically,theinjunctiontodonoharmwillbeparticularlyappropriatetoconductinthatprofession.Inasimilarway,giventhatthebasicactivityofbankinginvolves(veryroughly)takinginfundsfromsaversordepositorsandallocatingthemtoborrowersorinvestors,withappropriatejudgementsofrisk,therequirementtoactinatrustworthymannerwillbeacentralconsiderationinundertakingthatasaprofessionalactivity.
Understandingaprofessionasamatterofformingmemberswithinaprofessionalbodyhelpstoexplainwhyfosteringinmembersaneyeforthemissionofthebodyandanalertnesstoethicalconsiderationsneedtobecentralactivitiesoftheprofessionalbody.
3.ThisconceptionofaprofessionhelpsthentoinformthesettingofappropriateentrystandardsanddeliveryofappropriatequalificationsandCPD.Thesecannowbeunderstoodascontributingtomemberformation.Theconceptofformationimpliesanappropriatestageddevelopmentwithrespecttowell-designedqualificationandcontinuingprofessionaldevelopment.Italsounderpinstheviewthatsuchactivitydoesnotcease,sincebothkeepingontopofskillsandethicalformationarelifelongmatters.
4.Theconceptofformationinaprofessionalsothenhelpstoexplainthesignificanceofacommunityofmembers.ForasAristotleobservedalongtimeagohumansare‘gregarious’beings,thatisweflourish,orrealiseourpotentialthroughappropriateinteractionswithoneanother.Andtheprocessofformation,ordevelopmentof(professional)characterisaparadigmexampleofsuchgregariousorcommunalactivity.Thusasmembersreachappropriatestagesofdevelopmenttheiractiveengagementwithinthebody--participatingingivingadviceandguidance,aswellasreceivingthem,sharinggoodpracticeinnetworking,contributingtothoughtleadership–allcontributenotonlytotheirowncontinuingformationbuttotheformationofotherswithintheprofession.
Thecommunalnatureofthisformationalsounderpinssharedownershipofanethicalcode,whichinvolvesfindingwaysformemberstoengagewiththatcodesothatitisgenuinelysharedandliving(andthusethicstrainingneedstofosterjudgement,notjustgoinoneearandouttheother,asoneseniorbankorbuildingsocietyintervieweeobserved).AnditexplainsthevalueofcommunalarticulationofsomethinglikeaHippocraticOath.Obviouslysuchactivitiesneedtobehandledcarefullytoavoidbecomingmereritual,butifdonewelltheycanbotharticulateandembodycommunalformation.
5.Fromtheperspectiveofindividualformation,activitiessuchasraisingconcerns,disciplineand(inextremis)whistleblowingareallpartofacommunalcommitmenttomemberdevelopmentinthattheyarenecessarypartsofupholdingtheethicalstandardsandpursuingthemissionoftheprofession.Articulatingacommitmenttoethicalvaluesandstandards,aswellaspractisingskills,ispartofformationinethicalvaluesandskills,justascallingattentiontofailingsinotherscanbepartoftheirformation.Thismakesintelligibletherequirementtoraiseconcernsaspartofsomeprofessionalcodes.
6.Asalreadyhinted,thoughtleadershipbyaprofessionalbodycanalsobebothanopportunityforabodyofcommunalreasonerstoengagewiththeirprofessionalmission,andwhatitrequiresintermsofethicalbehaviourorskillsdevelopmentinchangingcircumstancesorfornewchallenges,andanembodimentofthemasacommunity.Thisrepresentstheprofessionasalivingbody.
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Oneoftheobjectionssometimesraisedtoprofessionalbodiesisthattheycanberatherconservative,stuckintheirways,stiflinginnovationandcreativity,butonthisconceptionitcanbeseenthat,functioningasacommunityofreasoners,focusedonasharedvisionofthepublicinterest,aprofessionalcanstimulatecreativityandinnovation.Thus,forexample,theprofessionprovidesanopportunityforitsmemberstoworkoutsidetheirworkplacewithfellowmembersintheirownspecialistareaaroundriskprofessionalism,oraccountancy,andthiscanbeoptimalfordevelopinggoodpractice.
Soinfactpartofaprofessionalbody’srole,asacommunityofreasonersengagedinthoughtleadership,isthatitcanrefreshentrenchedpractices,andtherebybenefittheformationofindividuals,theprofessionalcommunityasawhole,andfirms.
Clearlythoughtleadershipdonewellisoneofanumberofthingswhichcanhelptoraisetheprofileoftheprofessionandarticulateitsvaluetothewiderpublic.Butthisalsodependsonhavingaclearsenseoftheprofessionalbody’smissionandthewidersocialroleoftheprofession,identifiedearlieraskeyissuesforappropriatememberformation.
7.Thisconceptionoftheprofessionalbodyformingitsmembersalsoshedssomelightontheimportanceofengagementwithfirms.Ontheonehand,theformationofaprofessionalobviouslytakesplacetoalargeextentwithintheindividual’sworkplacenotsimplythroughattainingqualificationsandCPD,soanappropriatelinkbetweenfirmsandprofessionalbodiesisimportanttoensurethattheindividual’sformationisnotfracturedwiththeprofessionrequiringonethingandfirmsanother.(Thisalsoexplainstosomeextentthenotionoftheprofessionasafurtherlensonthecultureoftheworkplace.)Ontheotherhand,individualprofessionalswithinfirmsareaphysicallinkbetweenaprofessionalbodyandafirm,soactivemembersofprofessionalbodieswill,inseekingtolivetheirprofessionallife,necessarilyinfluencethecultureoftheworkplace(andalsotakethingsfromthecultureoftheirownworkplaceintothelifeoftheirprofessionalbody).
5.3.1 SummaryThisisonlyasketchoftheconceptionofaprofessionalbodyasacommunitywithsharedinterests,oracommunityofreasoners,whomtheprofessionalbodyforms.
Butitisapicturewhichhelpstoexplainhowmembersofaprofessioncandevelopasharedlanguageandfostergoodpracticeandasenseofcommonpurposeinwayswhichhelpmemberstodevelopasenseofprideinwhattheydo.Takentogetherthesecaninturncreateanotionofprofessionalidentity,asenseinboththeindividualandtheprofessionalcommunitythatwhattheprofessionaldoesisnotjustwork,butameaningfulwayoflife.
Thisconceptiondoesseemtocoherewiththebankorbuildingsocietyinterviewee’svisionof‘aprofessionalbody[orprofessionalbodies,onemightadd]thatwascreatingamuchstrongerdialoguecollectivelyacrossthebanksasopposedtofinancialservices:Whatareweherefor?Howisitworking?Whatarewestrugglingwith?Itcreatesasenseofbelongingandunitythatwe’redoingsomethingusefulthatisworthtalkingaboutratherthanbeingbeatenbytheregulator.’
Theredoesnotseemtobeanyreason,inprinciple,whyprofessionalbodiesinbankingcouldnotplaysucharole.Ourresearch,setoutintheresultssection,suggeststhattheremaybequitealotwhichneedstobedoneinordertoachievethis,butalsoindicatesthatthereisasignificantbodyofopinion,bothwithinfirmsandwithinprofessionalbodies,whichiskeentomoveinthisdirection.
Theresultsofthisresearchhaveraisedmanydetailedpointsforreflectionanditisnotappropriateatthispointtoseektosummarisethemall.
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However,somekeypointscanperhapsbementioned,severalofwhichreflectthefivekeyissuessetoutinthecentralfindings.
First,itisimportanttonotethatthefieldofprofessionalbodiesinbankingislargeandquitefragmentary,bringingwithitalargenumberofprofessionalqualifications.Soprofessionalisationofthesectordoesnotrequirealotmorequalifications.Thiscanonlyaddtotheclutter.Simplificationand/orco-ordinationaredesirable.
Whatisrequiredisthatprofessionalbodiesinbankinghaveaclearvisionoftheirmission,andofthesocialroleofthebankingandbuildingsocietysectortowhichtheycontribute.Connectedtothatmissionandrole,itmaybehelpfultoidentifysomehigh-levelethicalprinciplesforthebankingandbuildingsocietyprofession,whichmightbeembeddedinappropriatewaysindistinctprofessionalbodiesandfirms.Withinthatvision(andassociatedethicalprinciples)itmaythenbepossiblefortherelevantprofessionalbodiestodevelopaclearstrategyforinfluencingtheethicsandcultureofthesector,aswellasenhancingtheskillsofemployees.Withinthatstrategyitmaybethatthedevelopmentofasetofgold-standardqualificationsisanimportantgoal.
Butsuchadevelopmentneedstobeachievedthroughworkinginanappropriatepartnershipwiththeindustry,andsuchpartnershipactivitymaybeaidedbytheworkofacanopybody,asintheengineeringsector.Suchabodymighta)helptoconfirmthestatusofa‘goldstandard’qualification(ortierof‘goldstandard’qualifications),b)ratifytheprofessionalbodiesofferingsuchqualificationsc)helptoencouragetheindustrytotakeupqualificationsofappropriatequality,d)performarobustauditroletoensurestandardsofqualificationsandCPDaremaintainedande)supportotherwaysofproductiveengagementbetweenprofessionalbodiesandtheindustry.
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5.4 Tablesofcomparisonsbetweenprofessions5.4.1 Table3:Otherprofessions–KeybodiesandroutetoqualificationProfession Regulatorybodies Professionalbodiesandothersignificant
bodiesRoutetoqualification
Medicine GeneralMedicalCouncil(GMC).
TheBritishMedicalAssociationismorelikeatradeunionorrepresentativebodythanaprofessionalbody.ThetwentyRoyalCollegesareresponsibleforsettingstandardsandsupervisingtrainingwithinspecialisms,andaretheclosestthingtoatypicalprofessionalbodyinmedicine.TheAcademyofMedicalRoyalCollegesplaysathoughtleadershiprolewithinmedicaleducation.
Typicallyafive-yeardegreeatmedicalschool,thenatwo-yearfoundationprogramme,thenalongperiodofacquiringspecialistexperience.
Law SolicitorsRegulationAuthority(SRA)forsolicitorsinEnglandandWales;
BarStandardsBoard(BSB)forBarristers
TheLawSocietyofEnglandandWalesistheprofessionalbodyforsolicitorsinEnglandandWales.TheGeneralCounciloftheBaristheprofessionalbodyforBarristers.Itisalsotheapprovedregulator,butdischargesitsregulatoryfunctionthroughtheindependentBarStandardsBoard.
Forsolicitors,thetypicalroutetoqualificationiseitheralawdegree,oranotherdegreeplusalawconversioncourse,followedbyaperiodofwork-basedlearningthroughatrainingcontract.TheSRAaccreditsinstitutionstoprovidelawdegreesandconversioncourses.
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Profession Regulatorybodies Professionalbodiesandothersignificantbodies
Routetoqualification
Accountancy TheFinancialReportingCouncil(FRC)isresponsibleforregulatoryoversightoftheaccountingprofessionintheUK.TheFinancialConductAuthority(FCA)istheconductregulatoroffinancialservicesfirms.TheICAEWalsoregulatesitsmembers.
TheInstituteofCharteredAccountantsinEnglandandWales(ICAEW)isthelargestUK-basedaccountancyprofessionalbody(over140,000membersworldwide).OtherprofessionalbodiesaretheInstituteofCharteredAccountantsinScotland(ICAS),theAssociationofCharteredCertifiedAccountants(ACCA),theCharteredInstituteofPublicFinanceandAccountancy(CIPFA)andtheCharteredInstituteofManagementAccountants(CIMA).TheConsultativeCommitteeofAccountancyBodies(CCAB)isanumbrellaorganisationforthemajoraccountancybodiesintheUKandIreland.
TheICAEWwebsitelistsfiveseparateroutestobecomingaCharteredAccountant.Someoftheseinvolveadegree,whetherinaccountancyorsomeothersubject,whileothersinvolvenodegree.Inallroutesthereisasignificantperiodofon-the-jobtraining.
Engineering TheEngineeringCouncil(ECUK)
Thereare36differentprofessionalbodiesforengineeringintheUK.TheECUKsetsoverallstandardsforcompetenceandethicsacrosstheprofession.TheRoyalAcademyofEngineering(RAEng)isathoughtleadershiporganisation.
Itispossibletobecomeanengineeratdifferentlevels,e.g.NVQLevel3(technicianlevel),BEng,MEng(Charteredlevel).Engineerscanthenclimbtheladderbytakingfurtherqualifications.Engineeringdegreesaretypicallyaccreditedbyprofessionalbodies,andmosttopuniversitiesareaccredited,butthereisnorequirementtotakeanaccrediteddegree.TheECUKoverseesrequirementsforentrytotheprofessionatdifferentlevelsthrough‘UK-SPEC’.Thisincludesrequirementsinethicsandprofessionalism.
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Profession Regulatorybodies Professionalbodiesandothersignificantbodies
Routetoqualification
Actuarialscience TheInstituteandFacultyofActuaries(IFoA)istheregulator,subjecttoindependentoversightbytheFinancialReportingCouncil(FRC).
TheInstituteandFacultyofActuaries(IFoA) Averygoodfirstdegreeinmaths(andoftenhighermaths),followedbyprofessionalexaminationsoverseenbytheIFoAandtypicallydonewhileemployedasastudentactuary.Qualificationtofellowshipleveltypicallytakessevenyearsandcantakemuchlonger.TheIFoAhasrecentlyintroducedanalternative‘technicianstyle’qualificationofCertifiedActuarialAnalyst(similartotheparallelqualificationinthelegalfield).
Intellectualpropertylaw TheIntellectualPropertyRegulationBoard(IPReg)
TheCharteredInstituteofPatentAttorneys(CIPA)andtheInstituteofTrademarkAttorneys(ITMA)
PatentAttorneys(whoseworkrequiresknowledgeofatechnicalspecialismaswellaslegalexpertise)takeaSTEM(Science,Technology,EngineeringorMaths)degreewhereasTrademarkAttorneyscantakeanyfirstdegree.BothkindsofIntellectualPropertyAttorneywillthentakeafurtherqualification,typicallywhileinwork,fromanaccreditedinstitution,inordertoqualifytopracticeasanIntellectualPropertyAttorney.
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5.4.2 Table4:Otherprofessions–ContinuingprofessionaldevelopmentandoverseeingethicalstandardsProfession Continuingprofessionaldevelopment Overseeingethicalstandards
Medicine FollowingtheintroductionoftheGMC’snewrevalidationsystem,doctorshavetodemonstratethattheyareup-to-datetoaresponsibleofficer–oftenthemedicaldirector–intheirorganisation.TheorganisationthenhastomakerecommendationtotheGMCaboutwhetherthedoctorshouldhavetheirlicenserenewed
IndividualmedicalprofessionalsarerequiredtoregisterwiththeGMCinordertopractise.TheGMCoverseesacodeofethics(‘goodmedicalpractice’),handlescomplaintsfromthepublicorotherprofessionals,investigatescasesandthenmakesjudgmentsthroughtheMedicalPractitionersTribunalService.Arangeofsanctionscanbeapplieduptoandincludingremovingprofessionalsfromtheregister,whichremovestheirlicensetopractice.TheGMC’scodeincludesadutytoreportonothers.
Law ThereusedtobecompulsoryenforcementofmandatoryCPDhoursbytheregulator,buttheprofessionisnowmovingmoretowardsamodelwhereLawyersareexpectedtokeeptheirknowledgeandskillsuptodateandtodemonstratethattheyhavedonethis,butthereisnomandatoryminimumnumberofhours.
AllsolicitorsareboundbytheSRAHandbookwhichincludesasetofprinciplesandacodeofconduct.TheSRAhandlescomplaintsandinvestigatescases.CasesareheardbytheSolicitorsDisciplinaryTribunal.TheSRAregulateslegalpracticesaswellasindividuallawyers,andcanremovealicensetopracticefromeither.TheSRAcodeincludesadutytoreportonothers.
Accountancy TheICAEWdoesnotsetminimumCPDrequirementsinhours.However,itasksthatmembersreflectontheirlearningdevelopmentneeds,identifyandcarryoutappropriateCPD,andthenreflectontheimpactofthatCPDafterthefact.Theymustalsokeeparecordofthisprocess.Everyyear,arandomsampleofrecordsisassessed.
TheICAEWhasacodeofethics.Ithandlescomplaints,investigatescasesandcarriesoutpublichearingsthroughtheDisciplinaryandAppealCommittees.TheCommitteehasarangeofsanctionsavailabletoit,includingreprimandsandfines.TheCommitteecanremoveamember’spractisingcertificatewhichbarsthemfromperformingcertainroles,e.g.auditor.Itcanalsoexcludeamemberandbanthemfromapplyingforreadmissionforafixedperiod.
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Profession Continuingprofessionaldevelopment Overseeingethicalstandards
Engineering TheECUKhasjustintroducedarequirementforCPD(20hours)whichwillcomeinfrom2017,andwillbeoverseenbyprofessionalbodies.ProfessionalbodieswillberequiredtomonitorandenforceCPDcompletion.Previouslyitwasencouragedbutnotcompulsory,anddifferentprofessionalbodieshaddifferentapproaches.
TheECUKandRAEnghavejointlypublishedahighlevelStatementofEthicalPrinciples.Engineersareboundtoabidebythisandtheindividualcodesoftheirinstitution(e.g.theIET’sRulesofProfessionalConduct).TheIETinvestigatescomplaintsandhasadisciplinarycommittee,whichhasthepowertotakeawaymembershipandprofessionalregistration.ThisisnotalicensetopractisebutitsremovaldoespreventengineersfromusingthetermCharteredEngineer,andinpracticetheeffectontheengineer’scareerisserious.
Actuarialscience TheIFoAissuespractisingcertificatesforreservedroles.CPDismandatoryforallmembersbutthosewhoneedapractisingcertificatehavethemoststringentrequirements(30hours,ofwhich20hoursmustbeobtainedat‘externalevents’).EmployingorganisationsgenerallyhaveanamedCPDcoordinator.MembersalsohavearequirementtoundertakeethicsCPDonanannualbasis.
TheIFoAregulatesmembersthroughtheActuariesCode,TechnicalActuarialStandards,andActuarialProfessionStandards.Italsoproducesalargerangeofnon-mandatoryethicalguidanceforitsmembers.Ithandlescomplaints,investigatescasesandcarriesoutdisciplinaryhearings.Memberscanbereprimanded,fined,suspendedorexcluded.Lossofapractisingcertificatepreventsactuariesfromoccupyingreservedroles,andexclusionfromtheprofessionalbodyhassevereconsequencesforone’scareer.
Intellectualpropertylaw CPDisaregulatoryrequirement,setbyIPReg.Allregisteredpatentandtrademarkattorneysinactivepracticearerequiredtoachieveaminimumof16hoursCPDinordertoremainregisteredandtoself-certifythattheyhavemetthisrequirementwhenrenewingtheirregistration.Compliancemaybemonitoredbyrequiringdetailedsupport(suchasindividualCPDrecords)fromarandomsampleofregistrantseachyear.
IPReghasacodeofconduct,handlescomplaints,investigatescasesadcarriesoutdisciplinaryhearings.Sanctionsincludepublicwarning,suspensionfrompractice,exclusionfrompractice,requirementtoundertaketraining,fines.
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5.4.3 Table5:Otherprofessions–Advice,guidanceandthoughtleadershipProfession Adviceandguidance Thoughtleadership
Medicine TheGMCoffersadviceonethicsandstandardsbytelephoneoremail.Italsooffersextensiveguidanceonethicalissuesthroughitswebsite,e.g.confidentiality,patients’bestinterests,consent.TheBMAalsoissuesguidanceincludingan‘ethicaltoolkit’.
Asarepresentativebody,theBMAactsasaforumfordiscussionandseekstospeakonbehalfoftheprofession.
Law TheLawSocietyhasapracticeadviceservice.ThedivisionofresponsibilitybetweenbodiesisthattheSRA‘tellspeoplewhattherulesare’,andhasahelplinethroughwhichitprovidesadviceoninterpretationoftherules,whereastheLawSocietygivesadviceoverandaboverules,i.e.guidanceandsupportaroundprofessionalethics.Inthejargon,theSRAgives‘practicenotes’,whereastheLawSocietygives‘guidancenotes’.TheLawSocietyprovidessupportandadviceoninterpretation,management,andbestpracticeinrelationtoethicalvalues,professionalprinciplesandstandards.Italsohasasuiteofinteractiveethicstrainingavailablethroughitswebsite.
TheLawSocietycarriesoutpublicengagementaroundspecificissueswhichareofinteresttothepublic.
Accountancy TheICAEWprovidesinteractiveonlineresourcesbasedaroundethicaldilemmas,andguidanceonkeyconceptsincludingintegrityandthepublicinterest.
TheICAEWcarriesoutextensivethoughtleadershipactivitiesinanumberofareas.Itaimsto‘shapegovernmentthinkingonregulatorypolicyandlookaheadatlong-termissuesfortheprofession’.
Engineering TheIETuseanonlinecommunityforelectricianstoaccessadvice.Theydonothaveahelpline,buttheyprovideonlineresourcesincludingresourcesonprofessionalethics.
TheIEThasathoughtleadershiprole,forexamplepublishingreportsonissuesofinteresttoitsmembers.TheECUKandRAEnghavethechallengingroleoftryingtobringtogether36professionalbodiesandtocreateacoherentvoiceonbehalfoftheprofession.TheECUKhasaboardforthispurposeonwhichall36bodiesarerepresented.
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Profession Adviceandguidance Thoughtleadership
Actuarialscience TheIFoAprovideadviceandguidanceinanumberofareasbyemailandphone.Forexample,theProfessionalSupportServicecanadviseon‘interpretingprofessionalortechnicalguidance’.Theyalsousevolunteerstoadviseoninterpretationofregulation.Italsoproducesarangeofvideo/onlinee-learningmaterialsinethicsavailableforfreetomembers.
TheIFoAseespublicengagementasakeypartofitsrole,raisingtheprofileofwhatisarelativelypoorlyunderstoodprofession.Italsocarriesoutresearchtoinformbestpracticeinactuarialscience.
Intellectualpropertylaw IPReggivesguidanceonissuesbutdoesnotprovideadvice.Itisnotclearwhethertheprofessionalbodiesprovideanadviceserviceformembers.
Theprofessionalbodiescarryoutanumberofthoughtleadershipactivities,speakingonbehalfoftheprofessiontotheregulatorandgovernmentandseekingtopromotetheprofession.
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AppendixA:Methodology
A.1 GeneralapproachTheresearchcomprisedthreestages:
• Aninitialdeskresearchstage,tofindoutwhatrelevantmaterialalreadyexistsandtosetoutabackgroundagainstourresearchwouldtakeplace;
• Anonlinesurveystage,toidentifybroadtrendsandtobegintoanswertheresearchquestions;
• Asetofinterviewstoinvestigatetheresearchquestionsingreaterdetailandtosupportandexplainthebroadtrendsdiscoveredthroughthesurveys.
Theresearchquestions,whichguidedthedevelopmentandanalysisofallthreestages,wereasfollows:
1. Howdobanksandbuildingsocietiesviewthecurrentroleofprofessions(ofallsorts)inthesectorinaddressingissuesofethicsandculture?22
1a.Inparticulardofirmsseeaddedvalueinaprofessionalbodythatseesitsroleasgoingbeyondtheprovisionofqualifications?
2. Howeffectiveareprofessions,totheextenttheyarerepresented,incontributingpositivelytotheethicsandcultureofbanksandbuildingsocieties?
2a.Towhatextentareexistingbankingprofessionalbodiesadapting(their‘businessmodel’)tomeetthedemand(asidentifiedinquestion2),andtheimpactofregulatorychangesinthesector?
3. Inwhatdifferentways(bothwithinbankingandmoregenerally)areexistingprofessionsorganisedsoastoaddressethicsandculture(the‘businessmodel’oftheprofessions)?Forexample;
a. Dotheyregulatetheirmembers,orsimplyadvise/provideservicestothem?
b. Whatfocusdotheyhaveontheroleofethicsinprofessionallife–dotheyjusthaveacodeordotheyprovidesupportandtraining–designedtotransformsuchacodefromamerepieceofpaperintoalivingdocument?
c. Howeffectiveistheirtraininginprofessionalismasawhole?Dotheyrequirememberstodocontinuingprofessionaldevelopment?WhatistheemphasisonethicsandintegritywithinanyCPD,requiredorotherwise,ascomparedwithupdatingtechnicalskills,forexample?
d. Howeffectivearetheprofessionalbodiesindevelopingmembers’ethicsandthuscontributingtotheethicsandcultureoforganisations?
22Referencesaremadeinthisdocumentto‘ethicsandculture’becauseitisassumedherethatthereisanintimateconnectionbetweenethicalbehaviourandthecultureofanorganisation.Theethical(orunethical)behaviourofanorganisationcontributestothedevelopmentofthefirm’scultureandthefirm’scultureimpactsontheirbehaviour(theirabilitytobehaveethically).PlatoandAristotlebothprovideinsightintothisconnection.
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Tohelpwithsampling,workingwiththeBSB,weidentifiedaninitiallistofprofessionalbodieswhosemembershipissignificantlyrepresentedinthebankingsector:the‘banking-relatedprofessionalbodies’asdefinedinsection2.5above.ThislistoforganisationswasinformedbydiscussionswiththeBSB,theirdiscussionswithrelevantorganisationsandbyattentiontothosebodiesincludedinthefollowingreport:Patel,K.(2014).Settingstandards:Professionalbodiesandthefinancialservicessector.London:CentrefortheStudyofFinancialInnovation.Thisresultedinaninitiallistof19professionalbodies.
Onconductingtheresearchsetoutinthisreporttwofurtherorganisations,whoprovideasubstantialnumberofprofessionalqualificationstothebankingsector,wereidentifiedasbeingrelevanttoconsideraspartofthislistofprofessionalbodies.TheseweretheRetailBankingAcademyandifsUniversityCollege.Representativesfrombothoftheseorganisationswereinterviewedaspartofthisresearch(initiallyasanotherfinancialservicesstakeholder)andtheirviewshavebeenusedtoinformthefindings.Theinitiallistof19professionalbodiesalsoincludedfiveaccountancybodiesandoneprofessionalbodyinlaw.Onfurtherreflectionitwasdecidedtoincludelawandaccountancyastwoofthecomparatorprofessions.Thisresultsinadifferenttotalnumberofbanking-relatedprofessionalbodiesdependingonhowthedataisviewed.Astheresearchinterviewswereconductedwhenwehadthisinitiallistof19,therearequotesthatreferencethenumberof‘professionalbodiesinbanking’as19.Forthepurposesoftables1to5includedinthisreport,theorganisationslistedbelowwereplacedinthefollowingcategories:
Banking-relatedprofessionalbodies:
• AssociationofCorporateTreasurers(ACT)
• CharteredBankerInstitute(CharteredInstituteofBankersinScotland)
• CharteredFinancialAnalystSocietyoftheUK/CFAInstitute
• CharteredInstituteofCreditManagement(ICM)
• CharteredInsuranceInstitute(CII)[includingtheaffiliatedPersonalFinanceSociety(PFS)]
• CharteredInstituteofInternalAuditors(CharteredIIA)
• CharteredInstituteforSecurities&Investment(CISI)
• CharteredInstituteofTaxation(CIOT)
• GlobalAssociationofRiskProfessionals(GARP)
• ifsUniversityCollege• InternationalComplianceAssociation(ICA)
• InstituteofProfessionalFinancialManagers(IPFM)
• InstituteofRiskManagement(IRM)
• InvestorRelationsSociety(IRSociety)
• RetailBankingAcademy(RBA)
Comparatorprofessionalbodies(andrelatedorganisations):
• AssociationofCharteredCertifiedAccountants(ACCA)
• AssociationofInternationalAccountants(AIA)
• CharteredInstituteofManagementAccountants(CIMA)
• GeneralMedicalCouncil(GMA)
• InstituteofCharteredAccountantsinEnglandandWales(ICAEW)
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• InstituteofCharteredAccountantsofScotland(ICAS)
• InstitutionofEngineeringandTechnology(IET)
• InstituteandFacultyofActuaries(IFoA)
• IntellectualPropertyRegulationBoard(IPReg)
• RoyalAcademyofEngineering(RAEng)
• TheLawSocietyofEnglandandWales
A.2 DeskresearchWereviewedawiderangeofdocuments.Inthissectionwedescribehowwesetaboutidentifyingresearchmaterialsandreviewingthem.
A.2.1 MaterialssuppliedbytheBankingStandardsBoard
ThefollowingmaterialswereidentifiedasimportantdocumentsbytheBankingStandardsBoardandwerereviewed:
ChangingBankingforGood:ReportoftheParliamentaryCommissiononBankingStandards(particularlyChapters2,6and7).
Lambert,Richard:BankingStandardsReview(2014)
FinancialConductAuthoritysourcebook:ProfessionalFirms(2015)
FinancialConductAuthoritysourcebook:TrainingandCompetence(2015)
FinancialConductAuthorityunitsyllabus:FinancialServices,RegulationandEthics(2015)
FairandEffectiveMarketsReview:FinalReport(2015)
WealsoreviewedasampleoftheresponsesfromboththeindustryandotherinterestedbodiesandindividualsaspartoftheconsultationontheLambertreport.Inordertogetabroadlyrepresentativesamplewhilekeepingtheresearchatamanageablescale,wereviewedthefollowing:
Atleastonesubmissionfromeachcategoryofbankorbuildingsocietythatwasconsulted23andproportionallymorewheneithertherewereahighnumberoforganisationsinthecategoryortheorganisationswereverylargeemployers.
Allofthesubmissionsfromprofessionalbodiesorothersimilarorganisations,sincethefocusoftheresearchisonprofessionalismandprofessionalisation.
Submissionsfromafewotherkeystakeholderswhoseperspectivewethoughtwouldbeparticularlyimportant,e.g.regulators.
Thecompletesampleisasfollows:• AssociationofBritishInsurers
• AssociationofCorporateTreasurers
• AssociationofForeignBanks
• BritishBankersAssociation
• BuildingSocietyAssociation
23Thecategorieswere:branch,buildingsociety,challengerbank,investmentbank,largeUKbank,privatebank,smallUKbank,universalbank.
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• CFAInstitute
• CharteredBankerInstitute
• CharteredBankerProfessionalStandardsBoard
• CharteredInstituteforSecuritiesandInvestment
• CharteredInstituteofInternalAuditors
• CharteredInstituteofManagementAccountants
• CharteredInsuranceInstitute
• FCAPractitionerPanel
• FRC
• ICAEW
• InstituteofBusinessEthics
• Instituteandfacultyofactuaries
• InstituteofCustomerService
• InternationalAcademyofRetailBanking
• JamesDempsey
Weusedarudimentaryanalysisframeworkinordertomakesenseofthesesubmissionsandtodrawgeneralconclusions.Ineachcasewewerelookingforevidenceof:
• Theauthor’sassessmentofthestateofprofessionalisminthebankingsectorcurrently;and
• Theirassessmentoftheappetiteorscopeforgreaterprofessionalisationofthesector.
WealsohadaccesstotheresponsestotheParliamentaryCommissionreport,towhichwereferredonlywhentheywerequotedinthemainreportinawaywhichsuggestedthewholecontributionwouldbeofparticularinterest.TherationalefornotsamplingtheseinasystematicwayaswithresponsestotheLambertreportwasthata)thelimitedtimeavailabletoustocarryouttheresearchmeantwewouldbeunabletoreadasubstantialsampleofresponsestobothreports,andb)theLambertreportbuildsontherecommendationsofthePCBSreportandismorecloselyfocusedontheareasofinteresttoourresearch,soitwasthoughtthatresponsestoLambertweremorelikelytobeofinterestinthecontextoftheresearch.
A.2.2 Publishedmaterialsfromprofessionalbodies
Whiletherewasnottimetocarryoutathoroughreviewofrelevantmaterialspublishedbyallofthebodiesinourinitiallist,wewereabletoestablishanoverviewoftheirpositionsbysurveyingarangeoftheirwebsitesandpublishedmaterials,andtherebytogainanoverallimpressionofthestateofplayregardinginterventionsandstructuresaimedatdrivingupthelevelofprofessionalism,includingethicalbehaviour,inthebankingorotherrelevantsectors.
A.2.3 Documentsfromsearches
Finally,wecarriedoutanumberofsearchesusingacademicdatabases24toidentifyarangeofmaterialsfromothersources.Weusedabasicinformationretrievalmethodologytosearchthedatabases:1.Createaquerybasedonathemeofinteresttotheresearch,e.g.‘ethics’.2.Createfurtherqueriesusingtermscloselyrelatedtothesametheme,e.g.‘morality’,‘goodbehaviour’.3.Combinethesequeriesintoasinglequeryusingthe‘OR’operator.4.Repeatsteps1-3forotherthemesofinterest.Thethemesweusedwere‘ethics’,‘culture’,‘professionalism’and‘banking’.5.
24ABIComplete,BusinessSourcePremier,Philosopher’sIndex.
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Combinethecompositequeriesusingthe‘AND’operatortofindresourcesrelatingtorelationshipsbetweenthemes.Wewereparticularlyinterestedinresourcesthatreferredtoboth‘banking’andanyofourotherthreethemes.6.Readthroughtheabstractsofresourcesthusdiscoveredandremovethosethatappearunrelatedtotheresearch.
Finally,weconductedanumberofsearchesusingGoogleandGoogleScholarusingsimilarsearchterms.
Thematerialsthusdiscoveredincluded:• Newsarticles
• Articlesintradejournals
• Academicpapers
• Industryreports
Thesesourcesprovidedusefulbackgroundtothedemandforincreasedprofessionalisationofthebankingsector.Wewerealsolookingforanyevidenceoftheeffectofprofessionalisationonethicsandculture.AswiththeresponsestotheLambertreport,weusedarudimentaryanalysisframeworktomakesenseofthesedocuments.
A.3 OnlinesurveyWecreatedtwoseparatesurveys:oneaimedatprofessionalbodiesandanotheratbanksandbuildingsocieties.Bothsurveysweresetupandadministratedusinganonlinehostingservice,LimeService.AnalysiswascarriedoutusingMicrosoftExcelastherelativesimplicityoftheanalysisdidnotwarrantmorecomplexorpowerfulsoftware.
Thenumbersofresponsesreceivedwereasfollows:
Banksandbuildingsocietiessurvey:11completeand9incomplete.
Professionalbodiessurvey:12completeand7incomplete.
Theincompleteresponseswereremovedpriortoanalysis.
Theoverallsamplesizeinbothsurveyswasthereforequitesmall.Becauseofthistheresultsshouldbereadasindicativeonly.Thiswasalwaystheintentionwiththiselementoftheresearchandtherearesomemitigatingfactors,namely:
1. Theindividualssurveyedwerechosenduetotheirbeinginapositionwheretheyarelikelytobehighlywell-informedabouttheissuesexploredinthesurvey,andthereforetheirresponsescanbegivenconsiderablymoreweightthanifthesurveyhadsimplygonetorandomlychosenindividualswithinthetargetorganisations.
2. Inmostifnotallareasthereisdatafromtheinterviewscoveringsimilarareas.Wewillthereforebeabletocomparethesurveyresultstoseewhethertheyareinlinewiththeinterviewresults.
Intheoriginalsurveys,weaskedparticipantsaboutfourseparateservicetypesinbanking:retailorconsumer,corporateorcommercial,investmentandprivate.However,duetotheverysmallsampleineachsub-categoryofbankingservicetype,wedecidednottocarryoutdisaggregateanalysistopresentfindingsbyservicetype.Thefindingsinthisdocumentarethereforebasedonamalgamateddataforthetotalsample.
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A.4 InterviewsWeconducted53interviewsintotal,splitintofourcategories:banksandbuildingsocieties,banking-relatedprofessionalbodies(i.e.professionalbodieswithasignificantproportionoftheirmembershipworkinginthebankingsector),non-banking-relatedprofessionalbodiesandotherfinancialservicesstakeholders(e.g.regulatorybodies,tradeassociations,educationproviders).
Duetotheregionaldiversityofinterviewees,theinterviewswereconductedfacetofaceorbyphoneoveraperiodofonemonth(FebruarytoMarch2016).Theinterviewsweresemi-structuredandconsistedofafixednumberofquestionswhichwereansweredbyintervieweesinalltheinterviews,withanumberofpromptstoelicitfurtherdetailaroundeachmainquestion.Adifferentscriptwasdevelopedforeachcategoryofinterview.Somequestionswerecommontodifferentcategoriesinordertoallowforcomparisonsbetweengroups.
Inthebanksandbuildingsocietiescategory,weconducted22interviewswithrepresentativesof15firms(sectortotalis184firms).Fourofthefirmsinterviewedwerebuildingsocieties(outof44buildingsocieties)andelevenwerebanks(outof140banks),soafairlyproportionatedistribution.Inonelargerfirmtheconductofmultipleinterviewsallowedabroaderperspectiveontheorganisation.Mostinterviewswerewithoneseniormemberofthefirm.Inthreecasestwofirmmemberswereinterviewedtogether(attherequestofthefirms).Allinterviewswereconductedbythesameinterviewer.
Theprofileofthefirmsinterviewedcoveredtherangeofthesectorwell:fromsmallregionalfirmstolargerglobalfirms;fromfirmscoveringmultiplebanking/buildingsocietyactivitiestofirmsspecialisinginnichebankingroles;fromretailbankingtowholesale/investmentbanking;fromfirmswithtens/hundredsofemployeestofirmswithmultiplethousandsofemployees;fromfirmswiththousandsofcustomerstofirmswithmillionsofcustomers;andfromfirmswithmillionsofpoundsofassetstofirmswithbillionsofpoundsofassets.
Inthebanking-relatedprofessionalbodiescategory,weconducted16interviewswithrepresentativesof13bodies(sectortotalis19bodies–soverygoodcoverageofthesector).Twobodiessubmittedmorethanoneintervieweeinordertoensurethatkeyareasofexpertiseandknowledgewererepresented.
Inthenon-banking-relatedprofessionalbodiescategory,weconductedsixinterviewswithfivedifferentbodies.Inthiscategorytheaimwastoprovidecasestudiesforcomparisonwiththebankingsectorratherthantogainarepresentativeperspective,socoverageoftheprofessionalbodysectoroverallisnotrelevant.Bodieswerechosenforkeysimilaritiesorinterestingpointsofcomparisonwiththebankingsector,eitherinthetypeofworkinvolved,orinregulatorystructureetc.
Intheotherfinancialservicesstakeholderscategory,weconductednineinterviewswithfiveorganisations.
Theinterviews(inallcategories)wererecordedontworecorders(toallowforanytechnicalfailure),thendownloadedtoasecuredriveandtranscribedintoanonymisedfiles(thoughtheinterviewcontentobviouslycontainsidentifyinginformationiftakenasawhole).Eachinterviewwasthencodedbytwocoders,usingpre-preparedcoding-nodes(andNVivosoftware),althoughthecodingprocessallowedcoderstoaddadditionalnodesasthemesemergedfromthecontent.Aftercodingwascompletedtherewasa‘sense-makingsession’attendedbyallthreeofthecodersforallthesetsofinterviews.Finallytheresultswerewrittenupwithfurtherreferencetothenodes.
CONTACTBankingStandardsBoard3rdFloor,75KingWilliamStreet,LondonEC4N7BEwww.bankingstandardsboard.org.ukTelephone:+442034409765Email:[email protected]@BSB_UK