I worked at the GI Contact Centre based in Bournemouth for around 3 years. When I first started, there was real focus on having 'great conversations with customers' and 'building telephony excellence' and the 6 weeks of training that we were given was fantastic. However, this is totally different now, the NPS (Net Promoter Scores) that they used to pride themselves on are no longer even recorded (along with many other figures), feedback for calls you have taken is few and far between and the official audits are extremely lazy.
The last few audits that I received were for very short calls (all under 10 mins) and were often processing payments or cancelling a policy which required very little of the regulatory scripting. This scripting is obviously a lot more substantial during a call which could take over an hour but I assume they would rather save time then check the longer calls. We used to require a certain pass grade from our audits in order to qualify for any bonus but as this was not paid to anybody last year it really hit morale hard as there is no other incentive to do a good job. Unfortunately, I think a lot of the better employees currently working there are now looking around and questioning why they should put so much effort into the job when others clearly aren't despite receiving the same pay.
A new product was launched recently in which we received half a day's worth of training through as a group in a virtual meeting. It was evident that the colleagu
ProsCan work from Office or from Home, Choice of various benefits (Extra Holiday, BUPA etc.)
ConsDifferent shifts everyday/week, Stuck on calls after your shift ends, Have to work Bank Holidays and weekends
Working at LBG as a mortgage consultant is not a job to be taken lightly. It is difficult work that requires a lot of difficult training, much of which is dry, theoretical material that is forgotten after a few days of working the actual job. Many people drop out of the training groups on account of having trouble with the numerical tests that are done, and learning about how to assess different types of income is a long, arduous process.
The job itself involves spending the entire day on the phone in order to consult with mortgage brokers and, on occasion, solicitors and customers. This is hit or miss, as brokers, like all people, can either be lovely to speak with or downright abusive. Furthermore, they treat any hiccups in the application process as your fault, even though you are only doing the job that you were trained to do. This is frustrating and oftentimes colleagues will argue with brokers, which is perfectly understandable. However, the fact that it is necessary is rather disappointing.
Management is good, for the most part. Line managers will help to answer all of your queries, although some are frustrated that you do not know everything after an hour on the phones; trust me when I say that training does not cover most of what you need to know in order to perform your job efficiently. On-call experience is the real teacher, as are your fellow colleagues, who will do their best to help you with any queries or issues, in my experience.
Without splitting hai
A typical day at work would compromise of meeting another staff member usually the Branch Manager to open the bank. Once all security procedures have been followed and carried out I would then begin checking my diary for the day ahead. We would hold our morning meeting to discuss the weekly figures and performance and our plans and expectations for the day. On average I will see between 6-10 customers per day some walk in and others I have booked in to conduct full financial reviews and look to improve their circumstances, on top of this I would look to try and contact more customers via the telephone to arrange appointments whilst helping around the bank in other areas ie: serving on the help desk, coaching and developing new and existing staff and opening business accounts.
From this position I have learned that I can work under pressure, use my knowledge and experience to develop others, most aspects of the banking industry and the value of building strong customer relationships.
In this job I only deal direct with the branch manager and customer service manager, when the branch is in a good position and performing well the manager will leave us alone to perform our jobs, work on our own initiative and give us breathing space to enjoy the job, however when things are going in the opposite direction its the total opposite, in her defence the customer service manager believes we know how to and are capable of doing our jobs and should be left to do it.
The hardest p
ProsStaff benefits, Job satisfaction
ConsLong hours, no overtime pay, confused work ethic/structure
Having paid back over £6 billion to customers for the mis-selling of most products then that tells you everything about the Group I worked with for 17 years...when I joined it was a great place to work but the merger with TSB took the Company in the wrong direction and more and more key positions were filled by TSB Heritage staff.
So a culture of mis-selling arose and anyone who challenged the ethics were bullied and mis-treated at most levels within the Company.
I stood up to the practices as a Senior Manager and had my sales targets doubled and sales staff halved to put me in a position whereby at the end of a sales year it was decided I was not capable of doing the job I had successfully fulfilled for 10 years previously.
It took another 18 months before I could be finally be 'managed out' and in that period anything I raised with the HR or Compliance Departments regarding mis-selling to customers or the poor treatment of staff were 'swept under the carpet'
I find it amazing that you now see advertising campaigns from Lloyds where they talk about how they work with customers with mental illnesses and understand their plight and yet it was a Company that was rife with creating metal illness within its' own staff purely because they were not prepared to cheat or lie to loyal customers.
The present CEO talks about his own struggles with mental illness and has diligently carried out a review to eradicate future poor practices and ensured all customers were prope
I enjoyed working in Fraud a section of Collections Department In Hove and the team I worked with were brilliant they where the best people I had ever worked with, incredibly kind, thoughtful, caring, clever, smart and a credit to themselves each and everyone of them. It was a pleasure to work with everybody and I will miss them all. They did not hesitate to help you if you needed help and were very professional in the way they worked and always made me feel a part of their team and never left me out. The Company itself was brilliant to work for, its own Starbucks, various TV rooms all around the building, Restaurant subsidised by the company, will miss the great range of food available, including the icecream trolley that went round the department throughout the summer months the cake trolley, and the charity days and MAD make a difference days which were brilliant and encouraged not only to help charities but team building too. Also there was the social club which had regular monthly events, BUPA, and various other benefits for staff
My day was spent working through customers accounts, through being trained up thoroughly in the beginning and making sure I understood the procedures and adhering to the policies of the bank and abiding by the Financial Services code of Authority and ensuring that the customer received good customer service and a fair outcome for any fraud that had occurred on their bank account. Each customer's account was worked differently and
ProsLearning new types of work and helping customers
ConsThe processes were very involved to ensure customers account were balanced
• I was heavily involved in numerous change deployments over the years always adhering to the required standards in terms of procedure to follow i.e. SOX and have developed knowledge around both Remedy SMART and HP SM7 systems in terms of managing change/ incidents and problems.
• Stepped up to the challenge of providing the financial reconciliation information needed from HUON upon departure of one of the specialist contractors, this piece of work proved very challenging. My commitment and ability to absorb new knowledge led to this activity being able to be progressed and provided the finance department the figures they needed to complete their day to day roles.
Problem/ Incident Management.
• Acted as a single point of contact for colleagues during the transition from SMART to SM7 and provided MI on a weekly basis on SLA/ OLA targets that had been achieved by our team and wider areas of the business.
• Incidents were always resolved within SLA/ OLA by myself and members of the team which I worked within, this highlights the ability to handle multiple tasks ensuring deadlines are still met.
• Incidents that came into the support area were classed based upon severity, a P1 being total service unavailability with the emphasis to restore service as soon as possible down to a P3 which would typically be a problem with one specific policy on the insurance system. I was primarily responsible for my own workload how
I worked for the group intotal 14 years across the West Midlands and I can say with all my heart that I hated every moment of it..the development opportunities are aweful and only if you are best friends with the hiring managers do you get a look in. The complaints department is a shambles-often complaints are not dealt with but money is thrown to customers to silence them. Aswell as the department being increadably clickey to a point that “bad behaviour is hidden” within the operation the management is more focused on what ppl are doing on a weekend than displaying the brand values. While I was there, 3-4 colleagues committed internal fraud and it was hid away from colleagues outside the department.
It tells you something when the MDs main focus is to bring in consultants on 6 months contracts, often at a rate of £400 per day than spending the money on permeant staff. I am so lucky that I have moved on and found an organisation that I would recommend in a heart beat because it is everything that LBG isn’t.
LBG looks like a Ferrari but has a 1980s Skoda engine..temps are treated awfully (I saw a group of 24 temps be pulled out of training because the business no longer needed them and that was 3 days into training).
Don’t be fooled by the shares ( I got nothing after 3 years!!) or the pension or the smoke screen that is “you are developed based on your skills”- they don’t!! The management is not only over populated but driven by ppl that have no experience of formal
in a typical day at work i would normally be in for my shift 15 mins early as since it was in a fast changing environment i had to make sure i was always up to date with any changes and that i understood these changes. after that i would be on inbound calls, each call varying in requests since i was in the hub of telephone banking. i would receive anything up to 100 calls a day ranging from checking they,re bank balance to a customer complaint. we had to deal with as much as we could at first point of contact but in the case of a unusual call then we did have specialist areas. in this job i learned to be able to build rapport easy and quickly with customer to make it easier to talk to them. i also learn to be very organized, with they're being so many different procedures i had to keep my help sheets available and understandable for when i needed them. the management were always busy listening or marking calls or having side by sides with colleagues so sometimes it was hard to get help on a unusual call from them. in this case i would try ask a colleague but with the floor being so busy it was hard to get someone off the phone so i usually had to phone the specialist department. it was tricky as time to find the chance to bond with co-workers as all our scheduled time of the phone was at different times and if you got caught on a call also it made it difficult to be off at the same time as someone else. if a co-worker wasn't busy then they were always very helpful if i had an
No one day is the same working in head office at Lloyds banking group. There is a culture to work collaboratively as well as independently. I have had 18 successful years working within the organisation from Branch Network to Design Operations (HCD). Hands on experience with customers dealing with day to day banking needs to more complex and sensitive nature. Recognised for being highly collaborative building effective relationships with my excellent interpersonal skills having the ability to adapt, challenge, negotiate and influence accordingly. This is evident through the excellent relations built over the years with stakeholders internal and external to the organisation I am passionate about driving change and adopting new ways of working and to be at the heart of shaping how we evolve that through smarter and more efficient processes, systems that better serve and enable our colleagues to deliver for our customers.
Expert in root cause analysis, problem solving, finding new ways to work to improve processes, implementing change initiatives and experienced in risk management. Skilled in leading and coaching with proven ability of delivering through others, both within and across teams executing business objectives. Involved in innovating and shaping the future through strategic planning, introducing new operating frameworks and more recently adopting agile principles prioritising work flows and backlog using JIRA and Confluence.
There is opportunity to progress your care
product/technical solutions or their transformation via a multi-disciplinary methodology
Project design, delivery and ownership of small to large-scale projects with budget and resource control to ensure the desired outcomes including scoping, risks analysis, technical design, testing and implementation and handover Agile/Confluence -ALM tool
Management of back log items and appropriate escalation of workstream Risks (RAID log), Assumptions, Issues and Dependencies within DevOps support continuous integration and delivery-Jenkins-GIT
Report to Senior Executives, Managers, Stakeholders and work closely with the Strategy teams to ensure the successful and timely delivery of multiple projects
Deliver Technical Solutions, work with in-house development team and 3rd Party Suppliers
Work within the DevOps team to ensure cd/that component and product build/deployment versions align with architectural, project requirements and planned milestones and releases CI/CD/CD
Co-ordinating and take accountability for release planning to align separate scrum teams to key milestones, ensuring integration is properly managed
Define, manage and report on multiple projects that have both technical and customer facing requirements. Reporting on deliverables, risks, benefits, tolerance exceptions and removing barriers to work package completion
Manage the work packages that will deliver any and all APIs being developed along with associated control documentation as part of t
Conslong hours and no recognition from management, forced to work with unskilled people and too much politics around
Questions and answers about Lloyds Banking Group
What should you wear to an interview at Lloyds Banking Group?
Asked 20 Mar 2017
Answered 15 Oct 2018
Smart office clothing.
Answered 8 Aug 2018
How does someone get hired at Lloyds Banking Group? What are the steps along the way?
Asked 20 May 2017
Answered 21 Sep 2018
Agency firstly and then to an assessment day.
Answered 8 Aug 2018
Does LBG offer a staff mortgage?
Asked 3 Apr 2017
Yea they do for permanent members of staff - not great for tax as it’s seen as a benefit and your tax code is adjusted
Answered 15 Oct 2018
Yes they do but trying to get one and being deemed 'affordable' to get one is two different things. Much better else where
Answered 2 Jul 2018
What would you suggest Lloyds Banking Group management do to prevent others from leaving?
Asked 27 Mar 2017
It’s not really down to management in the first instance. Your a number nowadays & knowledge means zero. It’s the ‘top dog’ that decides how many seats are ‘going’ from each department and this is a constant thing now. Re-structure - Re-structure - Re-structure
It makes people very uncomfortable and the moral drops - a lot
Answered 15 Oct 2018
Hire managers that don't work in that department. Bad behaviour is not only learnt by example but taught. Stop hiring kids to manager roles. Being good at a job is different to managing people.
Answered 2 Jul 2018
How are the working hours at Lloyds Banking Group?