Finance, HR and risk leaders should also collaborate to discuss potential gaps in people data, which can improve risk management. These departments can work together to align pay to performance, make proper budget changes to support risk management initiatives and provide business leaders with deeper insight into complex, people-related risks.
Sustaining an Improved Risk Management Framework
A company’s culture around risk will determine how employees deal with risks individually and collectively. A risk management framework that doesn’t incorporate workforce-related risks or data can expose a FI to other business risks such as cyber, financial, crime, civil liability and Directors and Officers (D&O) insurance implications. Considering people as part of a risk assessment can help develop plans to mitigate the impact of these challenges. Chief risk officers should explore ways to better connect and implement people risk within company risk frameworks.
“In this industry, if your people are dissatisfied or not engaged, the potential for risk is higher. When they’re satisfied and engaged, your risk drops,” notes Daniel Butler, head of the financial institutions industry for the EMEA region at Aon. “There are many characteristics of satisfaction, and data provides the ultimate insight on the temperature of your people or your main risk driver.”
Regulation will continue to primarily focus on capital requirements and overall financial risk. It’s incumbent upon FIs to widen their focus to ensure they have proper oversight of emerging people-related risks. Only then will they be fully prepared for whatever comes their way.
Learn more about how Aon helps financial institutions with their biggest emerging risks.
1 European Central Bank, June 11, 2022, Supervising banks’ governance: structure, behaviour and culture (europa.eu).
2 Aon Global HR Pulse Survey #8, 2022
3 Workforce Resilience Diagnostic Model Insights; 2022 Aon Workforce Resilience Risk Benchmark; Aon 2022-2023 Global Wellbeing Survey