Author Archives: Ros Haniffa

About Ros Haniffa

Ros joined the School in January 2004 as a senior lecturer and was promoted to Professor of Accounting in 2007. She previously taught at the University of Exeter, first as tutor while completing her PhD in accounting and finance, and from 1999 as a full-time member of staff. She has also taught professional and academic courses in accounting and finance at several higher education institutions in Malaysia. Ros is the moderator and examiner for AIA's Islamic professional papers 15 and 6 respectively. She currently supervises five doctoral students in the areas of accounting, auditing and corporate governance.

+ Islamic accounting and finance
+ Business ethics
+ Corporate governance in banking
+ Board/director remuneration
+ Whistle-blowing and money laundering

Six critical steps for banking and finance sector to attract people from ethnic minorities

working-hard bradfordBusiness in the Community has published a report about a number of careers that are not attracting people from ethnic minorities.  Banking and finance is one of the key sectors with low representation.

BIC’s research talked about a significant number of people who say that banking and finance is ‘not for the likes of them’ – and that this sector has the lowest number of role models from ethnic minorities.

Whilst I am not totally convinced with the methodology of this research, anyone who has walked into a UK banking head office (rather than the call centres) would agree that this sector needs to achieve a more representative workforce.

Achieving shift change can take years.  But there are six simple steps that banking and financial organizations could initiate, which I believe would achieve significant results.

These are based on overcoming what I see as the key problems

  • Lack of role models – not just senior figures, but also friends and family who have gone into banking roles
  • Difficult to rise up the career ladder
  • Lack of links with widest communities of schools and universities – particularly the less high performing
  • Little understanding of cultural barriers and encouragement for those least likely to go into banking careers
  • Belief that the underlying ethics and values of banks are questionable – this is a problem in the UK generally but can be especially difficult for those from ethnic minorities, where religious beliefs are often stronger

The six steps are:

1.   Create strong links with schools, colleges and universities  – especially those with higher percentages of students from ethnic minorities.  This should include

–        Work shadowing opportunities

–        Work experience

–        Placements

–        Projects

–        Scholarships

2.   Dialogue between senior and junior staff – there is still an old boys’ network operating.  Set up positive discussion and mentoring between all cultures.  Identify and change issues

3.   Advertising Halifax has had a strong advertising campaign reflecting diversity of its customers.  This could be extended to show the career opportunities available to all under-represented groups

4.   Conducive organizational culture – nurture talented individuals and provide support to help in rising up the ladder.  Promote positive aspects of different cultures (e.g. Muslims don’t drink – they will never have a hangover!) both internally and to clients

5.   Professional networking of ethnic groups – women started doing this 20 years ago. Support and encourage this among ethnic minority groups

6.   ‘Who’s who’ in banking and finance from ethnic minority groups  – a website to promote senior figures from ethnic minority groups in this sector.  Their career stories, challenges along the way, tips for others.

What bankers need – moral compass not fat pockets

Platinum_1Banking bonuses were a hot topic at the World Economic Forum in Davos last week – but all they highlighted is that little has been learnt or changed in the world of banking.

George Soros told the BBC‘s Robert Peston that the payment of bonuses by banks from 2009 profits is wrong, as the profits have been built on a ‘gift’ – government bail-outs.

Stephen Green, chairman of HSBC and the British Bankers’ Association, in an interview to the Financial Times hit out at the inflated level and distorted structure of bonuses.

While Stephen Green predicts that future pay-outs will be lower and more rationally calculated, RBS this week announced it is pressing ahead with bonuses……. “Bosses at the Royal Bank of Scotland have decided to press ahead with plans that allow top performers to effectively collect large cash bonuses despite a political and public backlash about bank pay.”

So despite all the discussion and predictions, there is no evidence yet of a fundamental change in attitudes.

What we are seeing is a rush by the government to start regulating in a hurry – bushfire theory – which the cynic might say is part of electioneering.  In the UK there is talk of imposing a 50% tax on any banking bonus of more than £25k.  All this is likely to do is start the city game of finding loopholes to pay the bonus in different ways.  These things can always be manipulated.

Enron is a classic example of how corporates can work their way round legislation.  Americans had legislated to say that the audit firm should not provide consultancy so that auditors are not critiquing their own creative advice.

The advisers to Enron got round this by setting up a network of different companies and offices – but which had the same people operating from the different businesses.

In December I wrote an opinion piece for the Financial Times in which I said:

“What we have to do now is tackle the fundamental issue. There needs to be a major mind shift by those involved in the banking industry from excessive greed to justifiable profit. And business schools have a major part to play in educating the next generation of business leaders on ethical ways of conducting business.

“Educators in business schools can have the greatest impact on the way the next generation of corporate leaders think, which will be more effective than any legislation. There need to be role models who can ‘inspire’ and ‘challenge’ the current business models.   We have to move away from teaching business as a science devoid of moral or ethical considerations which results in managers who lack personal reflection and values.”

Davos has proved that if we are to avoid another credit crunch, the debate must move from banking bonuses to dealing with the culture of banks and making greed unacceptable.