Employee Engagement and Experience for Banking, Financial Services and Insurance
Communication, recognition and the conditions people actually work in.
What this looks like in banking, financial services and insurance
The parts of employee engagement and experience that are specific to this sector, rather than general.
Engagement in a Target-Driven Sales Culture
Where incentive design does more for engagement than any programme.
What this coversHide
Engagement in a Target-Driven Sales Culture
Where incentive design does more for engagement than any programme.
What this coversHideIn a sales-led financial services business, engagement is mostly a function of whether people believe the target is achievable and the incentive is calculated honestly.
- Incentive statements that a salesperson can verify themselves
- Targets set with a stated basis rather than handed down
- Clawback rules explained at the point of sale, not at settlement
- Branch and territory differences acknowledged in target setting
- Manager capability, since attrition concentrates under specific managers
- Recognition for quality of business, not only volume
- A route to question a calculation without it being a complaint
The most common engagement failure here is an incentive statement nobody can reproduce. When people cannot check their own number, every variance is read as the business taking something, and no engagement activity offsets that.
The general method — what employee engagement and experience covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the employee engagement and culture page. What is above is the part that differs for banking, financial services and insurance.
Other HR topics for banking, financial services and insurance
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for banking, financial services and insurance, or another industry.