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3 Ways Banks Are Implementing Hybrid Working Models

(London, UK) Widespread work-from-home started as an adaptation to COVID-19 but is here to stay. In Auriemma Group’s recent roundtable meetings financial institutions discussed long-term working models, all of which include some element of working from home. Their next challenge is developing a hybrid engagement model for their hybrid workforce.

Some have already taken then leap, and since implementing these hybrid models, Auriemma’s roundtable members received employee feedback that some feel less engaged and connected with the company. This, in conjunction with high attrition rates and challenging recruitment, means engagement strategies have become an area of focus.

Those who feel they have developed strong hybrid engagement models have focused on three areas: intentional scheduling, variety of choices and well-being considerations.

Intentional Scheduling

Firms strategically schedule location-appropriate activities when employees are onsite or working remotely. When onsite, firms try to have full teams concurrently present to build comradery and schedule more team-building activities like catered lunches and happy hours. When remote, roundtable members manage engagement via gamification and weekly competitions like step counts and quizzes.

“When managing a hybrid workforce, it is crucial that firms give equal treatment to employees regardless of on-or-offsite work,” says Louis Stevens, Director of Roundtables at Auriemma Group. “Otherwise, this can create a divide in the workforce and even lead to further attrition. Engagement models must cater to both demographics.”

Variety of Choices

Workforces are composed of a diverse mix of people with a diverse set of interests, which can make it challenging to find engagement activities that appeal to everyone. The solution? Including variety in the engagement offerings.

According to members, offerings should cater to both extroverts and introverts alike. One firm developed a successful monthly engagement programme for its employees, which allowed them to choose from a variety of activities like cocktail making classes and sporting events.

Well-Being Considerations

As part of their engagement strategies, financial institutions have incorporated well-being initiatives to protect the mental health of their employees. Initiatives vary from providing access to therapists to scheduling inspirational speakers and allotting weekly personal time in schedules.

30% of Auriemma Customer Service and Complaints Roundtable members have intentionally increased off-phone time for front-line agents since the start of the pandemic as a means of dedicating more time to employee well-being. Employees have the choice to use this time as they wish whether that be for professional development or something like meditation or yoga. Since implementing, firms have seen an improvement in productivity levels.

Auriemma’s roundtable members are still developing their engagement strategies. New developments and learnings will be discussed in depth at the upcoming Collections and Recoveries Roundtable meeting on the 9th and 10th of June in Edinburgh, as well at the Customer Service and Complaints Roundtable meeting on the 16th and 17th of June, also in Edinburgh.

About Auriemma Group

For more than 35 years, Auriemma’s mission has been to empower clients with authoritative data and actionable insights. Our team comprises recognised experts in four primary areas: operational effectiveness, consumer research, co-brand partnerships and corporate finance. Our business intelligence and advisory services give clients access to the data, expertise and tools they need to navigate an increasingly complex environment and maximise their performance. Auriemma serves the consumer financial services ecosystem from our offices in London and New York City. For more information, visit us at www.auriemma.group or call Louis Stevens at +44 (0) 207 629 0075.

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Declining Mental Health Takes Toll on Financial Services Operations

(London, UK) Absence and attrition rates are on the rise for front-line agents working in financial services. Mental health concerns are a primary driver, forcing financial service providers to address a once-taboo workplace subject. According to members of Auriemma Group’s Customer Service and Complaints Roundtable, mental health is frequently the cause for taking time off or leaving the company entirely. This, in conjunction with recruitment challenges facing the industry, has made mental health and well-being a top priority for firms.

According to the researchers at the University College London (UCL), only 49% of working age adults say they feel in control of their mental health, down from 54% six months ago. The study also found that the proportion of people with symptoms of anxiety and depression is at its highest level in 11 months.

There are several reasons why mental health issues are growing at higher rates amongst front-line agents. Increasingly complex calls and a rise in vulnerable customer volume has taken its toll on the mental health of many agents. Concurrently, the cost-of-living crisis is placing more pressure on all consumers, which agents are also not immune from.

“This compounds when considering many are still working from home and missing out on the social elements of the workplace,” says Louis Stevens, Director of Auriemma Roundtables. “It is easy to see why many firms are in firefighting mode in terms of capacity planning.”

The combination of these factors has led to a marked increase in both attrition and absence rates. In 2021, Auriemma Group’s Customer Service and Complaints Roundtable members reported an average attrition rate of 23%, up from 16.5% in 2020. Mental health-related absence rates showed a similar trend up to 14%, in 2021 from 11% in 2020.

“The cost-of-living crisis will only put further stress on both customers and employees, meaning without sufficient support measures in the place, this trend will likely only worsen throughout 2022,” says Stevens.

To combat this, firms are taking a varied approach by making mental health resources more accessible, building overall engagement amongst their employees to improve job satisfaction and embedding mental health awareness into their company culture and rhetoric. Roundtable members have also reported more return-to-office strategies, which will help those who have not taken well to home-based work.

This is an area of focus within Auriemma Group’s Customer Service & Complaints and Collections & Recoveries Roundtables, both of which have upcoming in-person meetings at the Sheraton Grand in Edinburgh. The Collections and Recoveries meeting is scheduled for the 9th and 10th of June, and the Customer Service and Complaints Roundtable meeting will be on the 16th and 17th of June. If you are interested in attending either session, please contact roundtables@auriemma.group.

About Auriemma Group

For more than 35 years, Auriemma’s mission has been to empower clients with authoritative data and actionable insights. Our team comprises recognised experts in four primary areas: operational effectiveness, consumer research, co-brand partnerships and corporate finance. Our business intelligence and advisory services give clients access to the data, expertise and tools they need to navigate an increasingly complex environment and maximise their performance. Auriemma serves the consumer financial services ecosystem from our offices in London and New York City. For more information, visit us at www.auriemma.group or call Louis Stevens at +44 (0) 207 629 0075.

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How High Street Banks May Benefit from Incoming Buy Now, Pay Later Regulation

(London, UK): Incoming FCA regulation could add restrictions on how consumers can use Buy Now, Pay Later (BNPL) services, but these changes may be welcome. According to Auriemma Group’s latest issue of Cardbeat UK, there was an 80% increase in negative experiences with BNPL plans between September 2020 and July 2021.

The increase is uniform across customer segments, including different age groups, household income, and levels of familiarity with BNPL, signalling concerns around the product itself, rather than new or unfamiliar user experiences.

“Our research shows that the few who have negative BNPL experiences most commonly attribute it to unexpected fees or issues it’s created for their other finances,” says Will Moody, Manager at Auriemma. “With a growing segment of consumers turning to BNPL options for borrowing, regulation may play a role in maintaining positive customer sentiments for the product.”

Auriemma’s latest findings show an increase in negative experiences using BNPL or instalment plans–from 5% in September 2020 to 9% in July 2021. While 9% remains the minority, it represents a large community when considering that 17 million UK consumers have used BNPL services as of November 2021.

“This sentiment is being reflected within other markets too,” says Moody. “In the US, a market where over half of adults have used a Buy Now, Pay Later service, about one-third had a negative experience. This rapid growth has caught the attention of the CFPB, and surprisingly enough, half of BNPL users in the US agree these plans should be more regulated.”

Klarna is the leading BNPL and instalments provider in the UK with 16 million customers using its products and services, but the Swedish FinTech reported a round of substantial losses in H2 2021 to add to the strain of incoming regulation.

Many of the UK’s High Street Banks and lenders already have products in market, such as NewDay with its NewPay product. Moreover, regulated FinTechs such as Monzo and Curve also joined the BNPL space in 2021, with Revolut soon to follow.

“Auriemma expects that BNPL regulation will put significant strain on compliance resources for unregulated players such as Klarna,” says Louis Stevens, Director of Roundtables. “This, in turn, could impact innovation, development and growth, opening the door for regulated lenders such as High Street Banks and credit card issuers to step in.”

Could the future of BNPL in the UK rest with traditional players integrating instalments into their existing product sets? And will this be the solution to reversing the rise in poor customer experience? Auriemma Group will continue to monitor and discuss BNPL in upcoming Cardbeat studies, and within its Customer Service Roundtable groups when they next meet June 16-17 at the Sheraton Grand in Edinburgh, Scotland. Email research@auriemma.group to learn more about our consumer studies and roundtables@auriemma.group to inquire about our forums.

Survey Methodology

These Auriemma Research studies were conducted online within the UK by an independent field service provider on behalf of Auriemma from in September 2020 and July 2021, among 80o+ adult credit cardholders. The number of interviews completed on a monthly basis is sufficient to allow for statistical significance testing between sub-groups at the 95% confidence level ± 5%, unless otherwise noted. The purpose of the research was not disclosed nor did the respondents know the criteria for qualification.

About Auriemma Group

For more than 35 years, Auriemma’s mission has been to empower clients with authoritative data and actionable insights. Our team comprises recognised experts in four primary areas: operational effectiveness, consumer research, co-brand partnerships and corporate finance. Our business intelligence and advisory services give clients access to the data, expertise and tools they need to navigate an increasingly complex environment and maximise their performance. Auriemma serves the consumer financial services ecosystem from our offices in London and New York City. For more information, visit us at www.auriemma.group or call Will Moody at +44 (0) 207 629 0075.

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Challenging Transition Ahead for Lenders as HMT Breathing Space and Payment-Holiday Conclusions Near

(London, UK) Collections Departments faced unprecedented challenges throughout the COVID-19 pandemic, from embracing remote working to managing significant payment holiday volumes. And now, they must take action on HMT Breathing Space while transitioning from payment holidays. Auriemma Group’s Collections and Recoveries Roundtable has been discussing these events and their corresponding strategies amongst the UK’s top financial institutions. These two deadlines are quickly approaching, and along with the unpredictable macroeconomic environment, lenders must leverage learnings from the last year to prepare for the likely spike in volume ahead.

“Payment holidays have been the primary focus since the beginning of the pandemic, but with the extension of support schemes, that has now switched, and priority is on HMT Breathing Space,” says Louis Stevens, Director of Roundtables at Auriemma Group. “However, the payment holiday conclusion date is looming, which could mean a significant strain on Collections teams.”

In 2020, lenders quickly learned the need for automation and additional headcount to manage volume spikes, and they are now applying these learnings to prepare for the coming months. On average, lenders intend to increase their collections teams by 42% throughout 2021. Additionally, 86% of lenders have invested in their automated decisioning and digital channels to prepare for volume spikes.

Are Lenders Prepared for HMT Breathing Space?

On 4th May 2021 HMT Breathing Space (Debt Respite Scheme) will go into effect, giving consumers in problem debt the right to legal protections from their creditors. The Debt Respite Scheme has two paths: either through “standard problem debt” or through “a mental health crisis” referral. During this moratorium, lenders cannot communicate with customers and must stop interest from accruing.

According to Auriemma Group’s Collections and Recoveries Roundtable, as of April 1st,69% of lenders indicated that they feel somewhat prepared for the regulation, and the remaining 31% still feeling somewhat unprepared. There are a number of remaining concerns affecting preparedness, including the delay of the creditor portal, ambiguity in the regulation and unknown volumes.

To try to estimate the volume of customers who could potentially enrol in the scheme, lenders are utilising data from payment holidays, debt-advice charities and usage rates of other types of breathing space (e.g., CONC). They are also slightly increasing forecasts due to the worsening economy, payment holiday conclusions and the ceasing of furlough programs.

38% of lenders have already, or are planning to, increase their teams due to HMT Breathing Space. Initially, most lenders will use a combination of manual and automated processes to manage the regulation with the hopes of further automating as they get a better grasp on volumes.

How Will Payment Holiday Conclusions Affect Operations?

Although the deadline to enrol in payment holidays was 31st March, consumers have the option to extend their payment holidays until 31st July as long as it is within their six-month allowance for both secured and unsecured products. The number of customers returning to contractual payments after a payment holiday has remained strong; however, 92% of lenders are anticipating an increase in delinquency volumes following the conclusion of payment holidays.

“The primary watchout is the cohort of customers working in particularly hard-hit sectors, such as travel, tourism and food service. As the support ends for these sectors, we could see significant increases in delinquency volumes as many of these businesses are currently overstaffed,” says Stevens. “The magnitude of volume is contingent on the ability of the economy to bounce back and if predictions, such as the travel boom, come to fruition.”

Customers needing additional support will likely look to long-term forbearance plans, which have caused lenders to focus their attention on that process. Investments have been made in streamlining income and expenditure assessments and digitising the forbearance enrolment process as well as increasing the size of Vulnerable Customer teams.

Auriemma Group’s Collections and Recoveries Roundtable is tackling these challenges head on through our executive meetings, workshops and benchmarking exercises. Within the next three months, the group will be meeting six times with two sessions dedicated to HMT Breathing Space. If you are interested in attending any of these sessions, please reach out via roundtables@auriemma.group.

About Auriemma Group

For more than 30 years, Auriemma’s mission has been to empower clients with authoritative data and actionable insights. Our team comprises recognised experts in four primary areas: operational effectiveness, consumer research, co-brand partnerships, and corporate finance. Our business intelligence and advisory services give clients access to the data, expertise and tools they need to navigate an increasingly complex environment and maximise their performance. Auriemma serves the consumer financial services ecosystem from our offices in London and New York City. For more information, call Louis Stevens at +44 (0) 207 629 0075.

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Rethinking Debt Collections: Give Up Outbound Dialling & Pick Up Digital Channels

(LONDON) – The debt collections space in the U.K. is ripe for disruption: As outbound dialling performance yields decreasing returns, lenders have an opportunity to explore other contact strategies.

Over the last 18 months, core dialler performance metrics have deteriorated, according to Auriemma Roundtables data. A key indicator, right-party contact (RPC) rate, fell from 2.5% to 2%, a decrease of 20% since November 2017. Despite this slipping performance, firms have been apprehensive to retire their diallers, which have been the cornerstone of collections outbound strategies since the 1980s. Outbound calling is still relied upon to drive output, keep agents at the heart of the collections process, and demonstrate to internal stakeholders that firms are performing their part in mitigating risk by contacting customers to resolve their arrears.

Auriemma’s Roundtable members have often viewed the inertia associated with outbound dialling as a major hurdle in the adoption of alternate communication channels. To mitigate the decline in dialler performance, U.K. firms are looking at a variety of experimental solutions to improve overall contact rates.

Omnichannel Approach

Challenger banks by design have minimal telephony operations and demonstrate strong customer engagement via digital channels. Without the handicap of legacy systems, these firms utilise more efficient ways to support delinquent customers, primarily relying on live chat and two-way SMS staff using omnichannel systems. These systems provide agents with a holistic view of customer interactions across all channels and products throughout the account lifecycle. Consequently, agents are equipped with deeper knowledge of customers’ past interactions and can better anticipate contact preferences.

“Dialler-less” Approach

Recently, a few firms have tested completely switching off outbound dialling for the lifecycle of ring-fenced accounts and continued to track the progress of the test group. Inbound contact rate remained flat – disproving the prevailing wisdom that most inbound calls are responses to a voicemail or a missed call from a number. Moreover, turning off the dialler saves considerable costs and resources which can be reallocated across alternate and more efficient contact channels.

One such firm found performance improvement when testing tactical and precise usage of SMS, email, and live chat for customer outreach as a substitute for the dialler. This makes intuitive sense, due to the predominance of non-voice communication for the bulk of servicing requests and customer avoidance of answering calls from unidentifiable numbers. Moreover, missed calls or cryptic voicemails can further degrade repayment rates, as many customers perform Internet searches for these phone numbers, which may lead to incorrect information listing the number as part of a scam.

As the customer preferences continue to evolve, the way firms communicate will have to change to ensure future success. Auriemma’s Collections and Recoveries Roundtable provides members with access to industry expertise and best practises to support actionable improvements within the debt collections space.

About Auriemma Group

Auriemma Group’s mission is to give clients access to data and intelligence that drive decision-making. We provide information and advisory services in four areas: operational intelligence, co-brand partnerships, consumer research, and corporate finance. Founded in 1984, Auriemma serves the consumer finance industry from our offices in London and New York City. For more information, visit us at www.auriemma.group or Louis Stevens at +44 (0) 207 629 0075.

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