Job Skills and Knowledge:


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Job Skills and Knowledge:

  1. 1. SFS Graduate Business Trainee Recruitment Information Siemens Financial Services
  2. 2. Company Overview Siemens Financial Services delivers market leading innovative business-to-business financing solutions across the globe. With approximately 1,800 employees worldwide and 250 employees in the UK, SFS is committed to offering its clients the broadest range of financing products and the highest levels of service via traditional and e-business channels. These help customers acquire the capital assets needed to develop their businesses. We provide financial solutions for Siemens and other companies, including sales financing and financing of major infrastructure projects. The portfolio also includes the management of financial and insurance risks. Our key business areas are: - Asset finance & leasing - Receivables financing - Equity & project participations - Project & export financing - Investment management - Insurance solutions - Treasury & financing services We offer our customers easy access to financing solutions, using our combination of financial expertise and industrial know-how to create added value through customized solutions. We offer outstanding individual service, with over 250,000 UK customers. 90% of FTSE 100 companies rely on our financial solutions and we provide financing for more than 50% of local authorities and NHS trusts Development Centre – June 2007
  3. 3. Graduate Placements You will undertake three placements across the business throughout the SFS Graduate Programme, assuming an integral role within your relevant team. The business provides numerous opportunities to gain a breadth of experience within Sales, Risk, Operations and Business Support. Departments you may experience include among others… Sales Vendor Finance Vendor finance provides innovative point-of-sale finance solutions. The division focuses on helping customers improve sales opportunities and overcome competitive pressures by providing financing solutions to aid the sale of their products. A highly experienced field sales team serves all UK geographies, and has more than 45 years expertise in digital imaging, IT, telecoms, vending, waste, security and office equipment markets. The team is divided into the Northern Region, with an office in Wilmslow, and Southern Region, with an office in Bristol. Broker Division This team focuses on the Broker marketplace, an alternative route to market to working alongside the customers directly. The Broker market has expanded rapidly over the last few years and this team focuses on building relationships across the market, ensuring our broad range of financial solutions are the products of choice. Public sector and Healthcare Siemens Financial Services has been independently recognised as the leading provider of asset finance to the UK public sector. Customers include more than 50% of local authorities and NHS trusts, and we provide finance for an incredibly diverse range of assets from beds, refuse trucks and wheelie bins to medical scanners, blood analysers and syringe drivers. The major product within this division is an Operating Lease, enabling reduced customer rentals. Siemens Business A small dedicated team works alongside other businesses within the Siemens Group in the UK, in order to provide financial solutions to aid the development, sale and service of Siemens UK products and services. The approach is built on long term relationships rather than one-off transactions, and is flexible to serving the needs of a customer over a period of time. There is greater freedom in this area concerning the size of the deal or the type of asset financed, effectively operating as balance sheet lenders. Development Centre – June 2007
  4. 4. Siemens Bellevue Finance Bellevue provides a wide range of business finance products to the travelling showman community. They have close links with the industry guild association and finance a wide range of assets including rides, amusement equipment, vehicles and living accommodation. Siemens Motor Contracts SMC have a highly successful 25 year track record in the contract hire market within the automotive industry. They have an Industry leading online quotation tool, and are the exclusive finance provider to Kia Motors UK Ltd. Risk and Customer Relations Credit Once a proposal has been made by the Sales team, the proposal is passed to Credit to investigate the security of the proposal. This process involves a checking process of the end customer, and is primarily concerned with their ability to provide payment and satisfy the terms of the agreement. Sales transactions do not progress unless credit approval has been granted. This underwriting process varies in complexity, dependant on the structure of the proposed deal. Three key risk departments exist within SFS, aligned to the Sales areas:  Risk – Vendor Finance, serving the Vendor Finance and Broker Teams  Structured Rating – serving Public Sector, Healthcare and Siemens Business Teams  Broadcastle Underwriting, serving our Broadcastle Broker Teams Asset Management Asset management are often consulted at the beginning and end of a deal; at the onset, estimations of the value of an asset and how this may change throughout the period of an agreement are provided which influence the pricing structure. At the end of an agreement, equipment on residual is deals sold along with equipment that has no supplier repurchase arrangement. Collections The team contacts customers who do not provide payment within the specified terms of the agreement, seeking to obtain a promise of when payment will be received. Legal Services If non payment by customers continues beyond a certain time period, legal action is taken with customers who do not pay their lease instalments. This team hold specialist legal expertise, working with solicitors and the courts to obtain payment. Operations and Business Support Business Processing Once the customer’s proposal has been authorised by the credit team, the final documentation is completed, verified and processed in order to activate the agreement. The dealer or customer receives payment and the agreement is activated. Customer Experience Customer Experience are our dedicated customer service team who respond to queries on all live lease agreements. They are the first point of contact for all queries for our end customers. Customer Accounting This team manages the monies received from end-users in the form of rental payments. Customer payment is banked and the relevant systems are amended to show payments made by the lessee. Development Centre – June 2007
  5. 5. Finance The team undertakes various activities including budgeting, controlling, planning, forecasting, and financial analysis to ensure the business has current, accurate information regarding its performance. HR The team works alongside the management population, to aid the development of SFS as a ‘great place to work,’ recognising and rewarding high performance, listening to our people and helping them develop and realise their potential. Marketing The Marketing team provide an integral service to the Sales teams, strengthening our Sales approach by designing and executing strategic Marketing plans to support the sales objectives. The team also has a strong Communications element, strengthening our organisational brand within the external marketplace. Development Centre – June 2007
  6. 6. Job Description Job Description Job Title: Graduate Trainee Department: Reports to: Departmental General Department General Manager Manager and Line Manager during various Human Resources Officer placements Direct reports: N/A Line Manager during placement Date prepared: September 2008 Graduate Purpose: To join Siemens Financial Services as a business resource undertaking various roles throughout a two year period. The Graduate will be expected to fully perform an operational role as part of an existing team whist being involved in both project based assignments and cross-functional working. It is intended that the Graduate will build a compliment of skills that will enable them to progress throughout the business, contributing to an efficient and effective business flow. Key Accountabilities: The key activities and accountabilities will depend on the various placements, however it is envisaged as a minimum that the graduates will be doing the following: • To learn specific in-house systems and applications to be able to contribute to future decision making in process improvement. • To be able to meet all targets and objectives that have been set by the Line Manager. Typically there will be a minimum of 4 objectives per placement. • To be able to contribute to the team performance both individually and by suggestion to overall team performance. To undertake research and offer suggestions for improvement • To manage and drive their own career path and network. To participate in and lead graduate meetings. Development Centre – June 2007
  7. 7. • To take a proactive role in participating in team, company and graduate events. • To develop a deep understanding of Siemens Financial Services, our customers, and the markets in which we operate, to develop a sound knowledge base for personal and professional development. Relationships: All levels of managers and employees within the organisation PERSON SPECIFICATION: Experience: Essential – Has a minimum of 1yrs working experience Preferred – Work experience is from a sales or customer services environment Qualifications and Training: Essential – Educated to Degree level – 2:2 from any discipline. Job Skills and Knowledge: Essential – • Ability to use Microsoft packages, Word, PowerPoint, Excel and Outlook • Ability to communicate effectively both over the telephone and face to face • Ability to work with detail and learn information quickly Key Competencies: Change Agent – Has a positive outlook with a can-do approach, shows flexibility in approach in order to meet business needs Coach – Tries new approaches to tasks and demonstrates a willingness to learn new ideas Communicator and Influencer – Builds a strong positive of own ability and expertise Creative Innovator – Originates new or radical alternatives to existing practices Decision maker – Takes calculated risks in the interests of the organisation Organised Planner – Maximise the use of resources to achieve results aligned to the organisations strategy Performance Manager – Demonstrates high personal work standards and is flexible in approach Personal Leadership – Able to work with ambiguity, works outside the box and seeks stretch development and opportunities Problem Solver - Utilises appropriate business modelling to arrive at conclusions Development Centre – June 2007
  8. 8. Mentoring We like to assign each graduate a mentor – these are managers who can offer a range of advice especially around career development. Benefits of mentoring Benefits for Mentors:  satisfaction at the mentee’s success  recognition of the mentor’s development skills by senior management  challenge and stimulation  identifying future potential  development opportunities for the mentor: coaching, counselling and motivating skills  future goodwill from the mentee who may well overtake the mentor career-wise  improved job satisfaction Benefits to the Mentee  career enhancement in terms of advice and sponsorship  speedier and easier induction into the formal and informal world of our organisation  exposure to senior managers can undoubtedly aid the mentee's self-confidence  a role model who can be observed closely as well as from a distance. In such ways, mentee’s can often develop the skills of managing very quickly and effectively  a sounding board for personal initiatives Benefits to the Line Manager:  a more effective member of staff  a second opinion of mentee’s performance or potential Benefits to the Organisation:  more effective staff, line managers and mentors as well as mentees  demonstrates a commitment to developing our people  improved communication across the organisation, between mentor, mentee and line manager  increased motivation of all parties involved A poorly planned and unstructured mentoring relationship can be a waste of time. Using a systematic process, mentors and mentees can be more effective and productive in their relationships. The four steps that mentors and mentees need to take for effective mentoring are:  building the relationship  negotiating agreements  developing the mentee  ending the relationship. Development Centre – June 2007
  9. 9. Siemens UK Graduate Development Programme In addition to providing training in core generic skills, the central Graduate Development Programme aims to encourage the graduates from the different Siemens Businesses to network with each other and to learn more about the wider Siemens. The principal aims of the programme are therefore, to:  Support the Siemens Talent Management strategy  Provide an opportunity to network with other Siemens graduates, from other Businesses.  Provide generic skills specific and relevant to their overall work  Assist in their professional career development  Provide the opportunity to learn how to work effectively within teams and to build on each other’s skill sets  Be enjoyable and innovative There is a standard set of training given to all graduates during the 2-year programme which includes: Siemens Graduate Orientation All the graduate intake attend together to launch the programme and orientate them to Siemens as a whole. Objectives:  Introduce the development programme  Allow the graduates to get to know each other  Meet key Senior Executives for a Q&A session  Develop a wider understanding of Siemens world-wide  Outline the businesses the structure of Siemens in the UK  Understand the career development processes available within Siemens Team Working This is an interactive workshop with indoor, outdoor group and individual activities. All activities mental or physical will vary to suit weather conditions and will be appropriate to challenge each individual and team collectively. The event will end with a whole group exercise to illustrate and apply what has been learned. Objectives:  To give all delegates an understanding of their abilities to learn, whilst recognising and adapting to styles and abilities of others within their interaction.  To develop the insight to utilise the skills of the team, and identify the right people to create the best solutions.  To enhance communication skills within teams, and understand the potential pitfalls and how to avoid them  Understand how to identify team strengths – Breakdown of roles, responsibilities and abilities.  Effective use of problem solving tools – using a framework to recognise and eliminate problems.  Appreciate the importance of setting SMART goals (Specific, Measurable, Achievable, Relevant and Time bound) for teams Development Centre – June 2007
  10. 10.  To develop a personal plan of action – Each delegate will commit to a personal plan of action to be passed to their line manager for monitoring to ensure the skills, knowledge and attitudinal changes are being used to add value. Presentation Skills This module is primarily focused on the development of professional presentation skills. It will equip delegates with proven techniques and approaches that will increase confidence and lead to persuasive and effective results. Objectives:  Plan and structure a presentation to meet the audience needs  Deliver presentations with confidence and impact  Use facilitation skills with the audience to handle question and answer sessions effectively  Structure the order and content of the presentation to achieve maximum influence on the audience Effective Communication The main focus will be on effective communication skills for working with people Elements of NLP and conflict management will be used as a framework. The courses cover a complete set of practical interpersonal communication skills for getting the best from others that can be applied in one-to-one and group settings. Objectives:  Understand how to quickly build rapport with people so as to achieve effective working relationships and maximise personal effectiveness.  Understand how they communicate to others through non-verbal messages, and how to tune these appropriately to end the desired message.  Appreciate how their communication style may affect others  Understand the importance of other communication styles and the need for their own style to be flexible  Recognise and identify different methods of communication adopted by others  Be able to adapt their own style to build better professional and personal relationships  Understand how improved communications can impact on business results Project Management Fundamentals This introductory programme has now been adopted within the UK as the preferred entry level training for Project Management. For the Graduate Programme a simulation will also be used to enable the skills and tools learned to be applied. Objectives:  To recognise the need for projects  To understand the project lifecycle  To put in place a project structure  To recognise and use the various progress monitoring techniques and use them effectively to anticipate and detect problems  To handle conflict and manage changing requirements using change control procedures  To minimise difficulty and delay when handing over the project  To understand the importance of reviewing the project Customer Focus This course covers the full sales lifecycle and customer orientation. It will be based around the Promoting Customer Orientation (PCO) programme developed by Learning Campus and currently being rolled-out in UK businesses and globally within Siemens. For the graduate programme, a business simulation will be used to enhance and develop the key messages about individual responsibility for internal and external customer responsiveness. Objectives:  Understand the Sales Lifecycle and their role in it  Understand the difference between the ‘soft’ and ‘hard’ aspects of customer service Development Centre – June 2007
  11. 11.  Be able to see Siemens from a customers perspective  Understand how they personally can contribute to, and make a difference for customers  Have developed a mindset more tuned to the needs of their customers Commercial and Financial Understanding This course focuses on the practical skills of interpreting and using financial management as a tool to aid better business decisions. It also addresses the key financial metrics that are used to assess Siemens businesses. For the graduate programme a business game will be used to develop and understanding of the commercial implications of financial decisions. Objectives:  Use management and statutory accounts with increased confidence  Consider the financial impact of decisions for their business  Make better use of budgets to manage their business  Understand the use and impact of the Siemens financial metrics  Understand the role of finance in business  Be able to measure financial performance and understand how to use financial information to help run the business  Understand the application of the budgeting process  Assess the business using key ratios Business Writing Skills This workshop assumes that the graduates already posses the basic skills of good written English. It teaches delegates how to produce the concise, clear, impressive documents and emails and is based around interactive exercises and examples to illustrate the potential problems in written communications and their solutions. Delegates will have a chance to practice applying the ideas taught and receive constructive feedback to develop their learning Objectives:  Clearly define the objectives of their communication  Adapt the tone and style of their writing to suit their commercial purpose  Plan and organise their material and ideas  Identify many of the basics of written English, as it applies within a commercial environment  Plan, organise, structure and layout all types of business communication (memos; letters; faxes; reports; email) for an effective and professional communication style. Development Centre – June 2007
  12. 12. Graduate Development within SFS Graduates recruits play a key role towards the long-term development of talent within our business. We look to recruit high calibre individuals who are committed to learning our business, growing to become our successful leaders of the future. We undertake a number of activities in addition to the Mentoring and Siemens UK Graduate Development programme as already outlined: Presentations to the Executive Team Every 6 months, we will ask you to put together and deliver a presentation to members of the Executive Team, Senior Managers from your area of the business, and your Graduate colleagues. The aim of this presentation is to demonstrate your learning and development at key intervals throughout the programme, providing you with an opportunity to consolidate your learning and to share this with key Managers from the business. Quarterly HR Review This is an opportunity to talk through your current role and responsibilities within the context of longer term career aspirations. Personalised development activity can take place as desired and required, and planning will take place as to the departments you will experience throughout your rotations. This session is also an opportunity to check that you have all the support you require and that you’re clear on your objectives for each placement. Development Centre – June 2007