1. Create and
Lead a 21st
CenturyCentury
Practice
Michelle Hoskin
Author of Best Practice Makes Perfect!
2.
3. “Our deepest fear is not that we are
inadequate. Our deepest fear is that we
are powerful beyond measure.
It is our light, not our darkness, thatIt is our light, not our darkness, that
most frightens us” Timo Cruz
4. Day-to-Day Complexities
Resources and Skills
Work and Task Management
Principles for Perfection!
Unique Team
Receptive Delegation
Procedures and House Style
Leadership and Management
Time and Diary Management Eliminate Complexities
Operational Excellence
Best Practice
12. Skills and Attributes Shareholder/Owners Financial Adviser/Planner Practice Manager
IT and Systems
Internet Explorer, Outlook, PowerPoint, Word, Excel Desirable Desirable Essential
Hardware and software systems (general) Desirable Desirable Essential
CRM/documentmanagement Desirable Desirable Essential
Financial Services
Qualifications (Level 3 - FC, CF; or Level 4 - Diploma or equivalent) Desirable Essential N/A
Numerate and analytical Essential Essential Essential
Interest in the subject Essential Essential Essential
Understanding and/or experience of portfolio analysis Desirable Essential DesirableUnderstanding and/or experience of portfolio analysis Desirable Essential Desirable
Understanding and/or experience of pension analysis Desirable Essential Desirable
Understanding and/or experience of investment understanding Desirable Essential Desirable
Understanding and/or experience of risk analysis Desirable Essential Desirable
Understanding and/or experience of gap analysis Desirable Essential Desirable
Understanding and/or experience of pension transfer analysis Desirable Essential Desirable
Understanding and/or experience of financial forecast analysis Desirable Essential Desirable
Understanding and/or experience of cash flow modelling Desirable Essential Desirable
Understanding and/or experience of final salary forecast CETV analysis Desirable Essential Desirable
Understanding and/or experience of key man analysis Desirable Essential Desirable
Understanding and/or experience of family protection Desirable Essential Desirable
Understanding and/or experience of inheritance tax Desirable Essential Desirable
Understanding and/or experience of trusts and wills Desirable Essential Desirable
Understanding and/or experience of portfolio model creation Desirable Essential Desirable
13. Role overview and key responsibilities
Relationship with existing team
Attributes and skills
Package and benefits
Company overview
Personal Vacancy Specification Form
Package and benefits
14. The Recruitment Plan
Key Step W1 W2 W3 W4 W5 W6
Create recruitment timeline and agree with all staff
Collate all role documentation ready for the recruitment process
Create Personal Vacancy Specification Form (PVSF) for the open role
Select and make initial contact with recruitment sources and negotiate terms
Send Personal Vacancy Specification Form and recruitment timeline to all selected recruitment sources
Agree and set closing date for application
Review all CVs and select shortlist of candidatesReview all CVs and select shortlist of candidates
Feed back to agencies (if required) and contact selected candidates to arrange first interviews
Carry out first interviews with shortlisted candidates
Review interviewed candidates and feed back to recruitment sources
Arrange second interviews
Carry out second interviews
Carry out Kolbe profile
Review interviewed candidates and Kolbe profiles and feed back to recruitment sources
Create work-based assessment interview programme and documents and arrange third interview if required
Carry out third interviews
23. Doing more with the time you have
We are not all good at the same things – we are all unique!
Being busy doesn’t mean we are being productive
Remember
The Time and Task Management System™
Lists and structure are crucial to your success
There is always a better way of doing something...so find it!
Use the right tools
Agree and communicate your decision standards
24. Build the right support structure
Create your business review process
The process
Effective handovers – be clear on instructions
Delegate correctly
Eliminate Complexities
Delegate correctly
Be clear on priorities and deadlines
Plan your diary and schedule
Protect yourself and your workspace
Don’t procrastinate
27. Level 1 – Management system
Level 2 – Processes and procedures
Level 3 – Master copy documents
Three main levels
The Operations Management System™
28. Overview of the company, purpose, vision, goals, plans, objectives, etc
Business review process
Key areas
HR management, recruitment and training
Continual Professional Development and Education (CPDE) and compliance
The Operations Management System™
Continual Professional Development and Education (CPDE) and compliance
Business administration and document control
Information security, risk management, business continuation
IT structure, set-up and tools
Clients, service, charging and marketing
29. Identify who does what (Activities Inventory and Task Tracker)
What is your desired outcome?
Key steps
How is it best documented?
The Operations Management System™
Who is currently responsible for the process?
What tools support the process? – software systems
Roll out, test and amend
Include in your Operations Management System™™™™
31. They meet contractual, statutory and regulatory guidelines
They have a unique reference number and have been authorised
Make sure
They are clear and concise, simple and understandable, tested and amended,
quality controlled and well communicated
The Operations Management System™
quality controlled and well communicated
They have quality at the core!
They have interrelated and interactive processes
You create a library of templates, letters, emails and forms
32. Telephone and email enquiries
Client hospitality
A few to think about
First meeting confirmation and information
The Operations Management System™
Conducting a first meeting and follow-up
Information gathering and business implementation
Report writing and creating a financial plan
Client file management
34. The process
Two areas of continual improvement:
o The business
o You!
Continual Improvement
Feedback – positive and negative
35. Adopt the principles of BS ISO 22222:2005 and BS 8577:2012
Continually strive for “best” everything!
Business
Constant questioning – how can we improve?
Communicate and reward for improvements made
Continual Improvement
Communicate and reward for improvements made
Implement a continual improvement policy
Inspire others to improve
38. Clients, colleagues, professional partners and introducers
Feedback comes from
Professional bodies and the regulator
Feedback can be
Continual Improvement
Quantitative or qualitative
Feedback can be
Formal or informal
Verbal or written
39. Be upfront, open and honest about feedback
Collect and record all feedback – review the current methods!
Key considerations
Always encourage feedback and acknowledge receipt of it
Continual Improvement
If negative, resolve as soon as possible
Feed back to the feedback giver about action taken and follow-ups
Review all feedback regularly – at monthly meetings?
Feedback needs top management buy-in!
41. So What Next?
Allocate responsibilities and create a plan
Create change – don’t just manage it!
Start the project and constantly review progress
Engage the team
Start the project and constantly review progress
www.michellehoskin.com
If you need help...ask for it!
Limited number of copies available...TODAY!
42.
43.
44. Please contact me or a member of my team:
Tel: +44 (0)1462 790894
Further Information?
Web: www.standardsinternational.co.uk
Twitter: http://twitter.com/SIISO22222
LinkedIn: http://uk.linkedin.com/in/standardsexpert
Email: enquiries@standardsinternational.co.uk
