The juggle is real
This is very real across the workforce.
Pressures such as these led one of my gun assistant managers to want to pursue more volunteering work. She didn’t think this would be possible while juggling her work commitments.
This was a vital team member who had extensive knowledge, background and experience. So we designed a role that would focus on her strengths and work around her community and family commitments.
This involved reducing the number of customers she managed to create capacity for her to work part time. And leadership was a key strength, so we encouraged her to act as a coach and mentor to new assistant managers.
We identified we had a number of experienced and talented bankers who had a passion for training and coaching others. However many lacked the confidence to progress into more senior roles.
Or they thought their personal commitments such as family, volunteering, studying, and cultural commitments would prevent them from taking the next step.
To retain employees, we encouraged our people to achieve both their work and personal goals and surrounded them with the right support to enable them to do just that.
Flexibility was crucial.
We implemented compressed working weeks for some team members in consultation with the team to ensure there was always someone available to meet a customers’ needs.
Mentor support gave a newly appointed relationship manager the opportunity to manage a broader set of customers, providing exposure to different industries and building their confidence and capability. The benefits from this approach have been endless.
We have a more diverse team and we’ve been able to attract new staff who are picking up the necessary skills more quickly. The flexibility approach has also led to better staff retention.
Like families that need to balance work and care responsibilities we are showing that same balance with our own people – and helping them to flourish.
Adele Fiene is State Manager for South Australia & the Northern Territory, Business Banking at ANZ.