Collections Strategy Lead
Manchester, Greater Manchester / £50000 - £75000
£50000 - £75000
Manchester, Greater Manchester
Collections Strategy Lead
Manchester, Cardiff or London
Up to £75,000 + Equity
You'll be accountable for the Collections Strategy and Policy at a Digital Lender... with the goal of designing and delivering world-class data-driven collections processes
A leading digital lender at the forefront of the banking revolution is looking for an experienced analyst to manage its Collections Strategy
Transforming the way people manage their money, the bank are also looking to revolutionise Collections. It's all about customer empowerment and customer outcomes. With big growth plans they need someone to evolve the Collections function whilst remaining true to their purposeful values! Check out some of the many unique benefits below!
- Design and deliver world-class collections processes
- Lead the development of the collections strategy and policy
- Monitoring the performance of our collections strategy (in terms of customer satisfaction and efficacy
- Communicating the collections strategy and gaining buy-in from stakeholders across the business
- Use SQL (and Python) on a daily basis to analyse customer data and drive insight for strategy optimisation and customer satisfaction
YOUR SKILLS AND EXPERIENCE:
- Educated to degree level (2.1 minimum) from a Russell Group University preferred
- Strong A-levels in numerate disciplines would be another nice to have
- Experience driving strategy development and changes in a Credit Risk Collections in essential
- Experience working in an analytical role in Collections and Recoveries
- Strong stakeholder and communication skills
- Competent with SQL, R, Python, SAS or similar
- Ability to manipulate and analyse large sets of customer and/or third party data
- Own shares in a hugely popular digital bank
- Join an ambitious company with a top grade analytics function
- Laid back environment with flexible working options
- Get lunch delivered to the office for free
- Dog friendly office
Credit Risk Analyst, Strategy, Portfolio, Python, R, SAS, SQL, Credit Card, Collections, Analysis, SAS, Insights, Policy, Loans, Portfolio Analytics, Recoveries
How data can help business achieve their diversity and inclusion (D&I) objectives | Harnham Recruitment post
Since the #BlackLivesMatter campaign went viral in 2013, the subsequent groundswell of information shared online highlighted that racial inequality continued to reside across society. Many tech companies responded quickly by releasing equality and diversity statements, spearheaded by tech giants Microsoft, Facebook, Google, and Apple. The resulting reports were not a cause for celebration. The contents shone a spotlight on the overwhelming white and Asian male biases. The reporting did however galvanise the industry into action. Action to create a culturally richer, more diverse workforce in tech, IT and Data.However, despite movement in the right direction over the past eight years, we still have a long way to go until true diversity and inclusion is reached within the industry, and the pandemic has played a significant role in the regression of progress. Take women in data as an example. While Harnham’s UK Data & Analytics D&I report 2020 shows a steady increase in women in tech over the past decade, our UK Salary Guide 2021 reports a decline in women in tech from 30 per cent to 28 per cent this year.BUT WHY IS DIVERSITY IN THE SECTOR SO IMPORTANT?In 2015, McKinsey published research showing that gender-diverse companies were more likely to financially outperform their homogenous competitors by 15 per cent, while ethnically diverse companies were more likely to outperform by 35 per cent. A follow-up report in 2017 established the correlation between profitability and value creation in gender diverse executive teams. The evidence for cultivating a diverse workforce is compelling and 75 per cent of business leaders identify that D&I is both of value and a priority for their organisation. Just this year, Sky announced via Twitter that they have appointed seven D&I leaders to their Diversity Advisory Council to guide the business. They are investing £30m in creating a more diverse and inclusive workforce over the next three years, to deliver a measurable impact on both business and society.So how can data help meet D&I goals? DATA IS INTEGRAL TO ORGANISATIONS MEETING THEIR D&I GOALSA recent Intel report found that a majority of Gen Z would be hesitant to take a job from a company that does not have diverse representation within their senior leadership and a nationwide poll carried out by the Institute of Coding found that more than half 16–18-year-olds believe that the digital workforce lacks diversity. The industry is facing a potential skills gap crisis and needs to act now by using data insights to inspire the next generation.ROBUST DATA LEADS TO BETTER DECISION MAKING It is easier, and more effective, to make decisions with a clear understanding of the starting point. Data can provide baseline evidence from which to plan D&I initiatives and work towards inclusivity goals.WHAT TYPE OF DATA INSIGHTS TO GATHER FROM YOUR WORKFORCE?Having a data driven approach into the diversity of your workforce that goes beyond the simple hiring numbers is the key to setting progress markers and measuring the effective ness of your D&I initiatives. Progressive teams will consider gathering and monitoring D&I data as part of their ongoing business strategy: · Total workforce composition against leadership composition· Compensation and compensation history across demographic groups · Hiring and promotions across all departments · Internal mobility by demographic group · Leavers by demographic group · Access to and usage of benefits · Diversity in hiring v diversity in recruiting HOW TO GATHER D&I DATA FROM YOUR WORKFORCE Employees will want to be reassured that their data is being given for useful purposes, and some will be sceptical about giving it away freely. Ensure you work with your team to highlight the benefits of your data collection and reassure them on data privacy.· Explain reasons why data is being collected · Be transparent in your data requests · Allow anonymity in data gathering · Give options to ‘not specify’ in any survey data · Feedback data insights to your whole workforce to insure inclusivity · Be clear in your follow-up initiatives towards meeting your D&I USING DATA INSIGHTS TO MEASURE THE JOURNEY TO D&I GOALSData insights will enable stories of success to be shared both in the boardroom and at the water cooler, evolving a culture of positivity throughout the organisation. Regular, robust data-capture as part of your business’s strategy will enable you and your team to see progress, instilling them with the confidence to set progressive goals year on year, driving D&I data metrics in the right direction. A D&I strategy will enable businesses to be more innovative, make better decisions, improve staff engagement, and deliver better results. A good strategy requires meaningful data –data gives business the power to act.
What does it take to be a Chief Data Officer? | Harnham Recruitment post
By Noam ZeigersonNoam Zeigerson is a Data & Analytics Executive and entrepreneur with over 16 years’ experience delivering Data solutions.What does the role of the CDO entail and how can we succeed?Researchers at Gartner estimate that 90 per cent of enterprises will have a ‘Chief Data Officer’ (CDO) in place by the end of 2019. It also predicts that by then only half of CDOs will have been successful. So, what does the role of the CDO entail and how can we succeed?The rise in the use of data in the enterprise to inform business decisions has led to a recent phenomenon – the Chief Data Officer. Organisations will have a CDO in place to handle the many opportunities and responsibilities that arise from industrial-scale collection and harnessing of data.Unfortunately, it is rare to be successful, due to a number of challenges. As a new role, the CDO need to be in a position to increase business efficiencies and improve risk management, especially since the General Data Protection Regulation (GDPR) came into effect in May 2018.This puts the CDO in a position where business expectations will be high, and we have to make tough and potentially unpopular decisions, because the CDO’s role sits at the crossroads of IT and business. We typically responsible for defining the data and analytics strategy at our organisation. The CDO becomes instrumental in breaking down siloed departments and data repositories, which makes information easier to find and also have ramifications for the IT team.As Gartner notes, many CDOs have faced resistance, but the successful ones are working closely with their Chief Information Officer (CIO) to lead change. To be a key part of any organisation’s digital transformation, the CDO need a wide range of skills.
The skills required of a Chief Data OfficerThe role of the CDO is multifaceted. For this reason, CDOs need to be able to combine skills from the areas of data, IT, and business to be successful.Data skills: A background in data science is crucial. A passion for statistics and a clear understanding of how to interpret data to glean insights is core to the role of the CDO. The CDO then needs to be able to communicate what those insights mean in a business context and make information easily available to all.A knowledge of data security is also critical. In the UK, the Information Commissioner’s Office (ICO), whose job it is to enforce GDPR in the country, recommends the creation of a Data Protection Officer (DPO) at each organisation. This should fall within the remit of the CDO.The value of sharing data at a senior level is recognized by UK organisations, by and large. Further down the authority chain the picture is different, with about three-quarters of executive teams and nearly half of front-line employees actually need to have access to detailed data and analytics.The CDO needs to ensure that those who need data to further inform decision making can do so and are sufficiently trained to gain business insights from that data.IT skills: Understanding how information flows is an advantage as the CDO is well placed to recommend and implement technology to democratise and operationalise data, as well as improve security. The CDO will need to manage expectations across the enterprise, so appreciating what technology can deliver is the key.Artificial Intelligence (AI) and machine learning are going to feature heavily of UK data projects, so many CDOs need to get to grips fast with this technology.Business skills: Strategic business logic is essential to success as a CDO. If the expectation of the CDO is to influence strategy based on data, then consulting experience will be valuable. Project management skills is at the forefront of the CDO’s day-to-day role. Being able to bring siloed groups together and get them striving for the same common goal is a vital skill for any CDO.It’s clear that data analytics is only going to be deployed more heavily throughout the enterprise, so the CDO’s role is only going to become more influential and pivotal within organisations as different business units seek to gain insights to improve the business further.
Making a success of the CDO roleEvery organisation will have different objectives and expectations of their CDO. Gartner estimates that four in every five (80 per cent) CDOs will have revenue responsibilities, meaning we will be expected to drive new value, generate opportunities, and also deliver cost savings. No pressure! Given those expectations, it’s no wonder that Gartner expects only half of CDOs to succeed.The core responsibilities of the CDO includes data governance and quality, and regulatory compliance. The CDO must also address the way that technology is deployed to address these issues.The CDO needs leadership and team building skills, as we are the chief change agent in the organisation for creating a data-driven culture. This means first-class communications skills will be valuable.The Chief Data Officer is going to be essential in delivering digital transformation. Organisations who create a CDO role must support that individual and make sure that they are integrated across departments, not isolated in a silo. The C-suite must lead from the front on this and, as we saw earlier, the support of the CIO will be critical.
Harnham are the global leaders in Data & Analytics recruitment. Take a look at our data and technology jobs or get in touch with one of our expert consultants to learn more.
The Six Steps Of Data Governance | Harnham Recruitment post
The value that data analysis can provide to organisations is becoming increasingly clear. But with all the buzz around the endless ways that data can be used to revolutionise your business processes, it can be overwhelming to know where to start. Fundamentally, what you can do with your data and how useful it may be will hinge on its quality. This is the case no matter what data you may have, whether that be customer demographics or manufacturing inventories. High-quality data is also imperative for utilising exciting and innovative new technology such as Machine Learning and AI. It’s all very well investing in tech to harness your data assets to, for example, better inform decision making, but you won’t be able to glean any useful analysis if the data is full of gaps and inconsistencies. Many will be looking at this new tech and be tempted to run before they can walk. But building quality data sets and water-tight, long-lasting processes will form the foundation for any future developments and should not be overlooked. This is where Data Governance comes into its own.Data Governance (DG) is an effective step in improving your data and turning it into an invaluable asset. It has numerous definitions but according to Data Governance Institute (DGI), “Data Governance is the exercise of decision-making and authority for data-related matters.“Essentially DG is the process of managing data during its life cycle. It ensures the availability, useability, integrity and security of your data, based on internal data standards and policies that control data usage. Good data governance is critical to success and is becoming increasingly more so as organisations face new data privacy regulations and rely on data analytics to help optimise operations and drive business decision-making. As Ted Friedman from Gartner said: ‘Data is useful. High-quality, well-understood, auditable data is priceless.’Without DG, data inconsistencies in different systems across an organisation might not get resolved. This could complicate data integration efforts and create data integrity issues that affect the accuracy of business intelligence (BI) reporting and analytics applications.Data Governance programs can differ significantly, depending on their focus but they tend to follow a similar framework:Step 1: Define goals and understand the benefits The first step of developing a strategy should be to ensure that you have a comprehensive understanding of the process and what you would like the outcome to be.A strong Data Governance strategy relies on ‘buy in’ from everyone in the business. By stressing the importance of complying with the guidelines which you will later set, you will be helping to encourage broad participation and ensure that there is a concerted and collaborated effort to maintain high standards of data quality. Leaders must be able to comprehend the benefits themselves before communicating them to their team so it may be worth investing in training around the topic.Step 2: Analyse and assess the current dataThe next step is essentially sizing up the job at hand, to see where improvements might need to be made. Data should be assessed against multiple dimensions, such as the accuracy of key attributes, the completeness of all required attributes and timeliness of data. It may also be valuable to spend time analysing the root causes of inferior data quality.Sources of poor data quality can be broadly categorised into data entry, data processing, data integration, data conversion, and stale data (over time) but there may be other elements at play to be aware of.Step 3: Set out a roadmapYour data governance strategy will need a structure in which to function, which will also be key to measuring the progress and success of the program. Set clear, measurable, and specific goals – as the saying goes – you cannot control what you cannot measure. Plans should include timeframes, resources and any costs involved, as well as identifying the owners or custodians of data assets, the governance team, steering committee, and data stewards who will all be responsible for different elements. Including business leaders or owners in this step will ensure that programs remain business-centric.Step 4: Develop and plan the data governance programBuilding around the timeline outlined you can then drill down to the nitty-gritty. DG programs vary but usually include:Data mapping and classification – sorting data into systems and classifying them based on criteria.Business glossary – establishing a common set of definitions of business terms and concepts – helping to build a common vocabulary to ensure consistency.Data catalogue – collecting metadata and using it to create an indexed inventory of available data assets.Standardisation – developing polices, data standards and rules for data use to regulate proceduresStep 5: Implement the data governance programCommunicating the plan to your team may not be a one-step process and may require a long-term training schedule and regular check-ins. The important thing to realise is that DG is not a quick fix, it will take time to be implemented and fully embraced. It also may need tweaks as it goes along and as business objectives change. All DG strategies should start small and slowly build up over time – Rome wasn’t built in a day after all. Step 6: Close the loopArguably the most important part of the process is being able to track your progress and checking in at periodic intervals to ensure that the data is consistent with the business goals and meets the data rules specified. Communicating the status to all stakeholders regularly will also help to ensure that a data quality discipline is maintained throughout.Looking for your next big role in Data & Analytics or need to source exceptional talent? Take a look at our latest Data Governance jobs or get in touch with one of our expert consultants to find out more.
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