Categories
Flexible Careers

Glide Back Into Work After A Career Break With Wells Fargo

The returner programme from Wells Fargo to help you Glide back into a finance career, a bank that values its people. 

If you’ve worked in finance but been on a voluntary career break for 2 years or more, let’s be really honest; the prospect of returning to work full-time can feel daunting. 

Then add into the mix the last 18 months haven’t exactly been ‘normal’ for anyone and suddenly the prospect of work becomes nerve-wracking.

While many of us are desperate for a change and new work opportunities, any opportunity would ideally be delivered with kindness and compassion. 

Nobody needs to be chucked straight into the deep end of a new job to see whether they sink or swim, that’s a tactic best retired to the pre-pandemic work history books. 

If finding a ‘compassionate new opportunity’ is resonating with you, then please, please READ ON! 

Find Your Flex are helping American Bank Wells Fargo, spread the word on their amazing Returners Programme, aptly named Glide. 

Wells Fargo are a bank with a genuine people-centric approach towards employees and client’s alike. 

If you’ve got several years finance experience under your belt and want to take part in an 8-week Returner Programme to test the waters with a potential new employer, then this FULLY PAID* internship-style programme, could be exactly the opportunity you’ve been waiting for. 

(*at what your full-time salary would be should you be offered a role after the 8-week virtual programme). 

Wells Fargo are recruiting across their London, Dublin and Düsseldorf offices and this programme gives you a brilliant opportunity to get to know the company and glide into work in the most supported way. 

Here’s our FYF impartial run-down to the Glide programme and Wells Fargo as a prospective employer.

Glide Relaunch Internship 

Starting this September 2021 for 8 weeks, this virtual programme will help anyone who’s been out of the workplace for 2 years or more, due to personal commitments. 

In years gone by, prolonged time away from work was considered a bad thing. 

The opposite is true for this bank. 

They honestly value diverse talent and unique life experiences. 

They understand unconventional pathways can actually contribute to higher levels of success and appreciation in a work setting. How refreshing is that? 

Over the 8-week course, you would be fully supported by a Program Manager (albeit virtually at the moment), who will ensure you have the time you need to update and refresh your skills and undergo any further training that may be required. 

There’s also ample opportunity to network with senior & successful leaders from across the business, who are more than happy to share their expertise and knowledge, providing you with everything you need, should you want to become a future leader yourself, should become the right path for you.  

You’ll also meet the very best of Wells Fargo talent and get time to really interact with them. This will give you an honest feel for the unique values and culture at the heart of the business, from that all-important employee perspective. You’ll also engage with the line of business you’d be considering working a full-time role within, if the fit feels right at the end of those 8 weeks. 

If you want to see some previous candidate experiences from candidates that went through the Glide programme in the U.S last year, take a look at these stories. 

Wells Fargo as a Find Your Flex Employer of Choice? 

As the quest for diversity and inclusion within UK business finally gets the attention it needs, you’ll be reassured to know this bank has passionately believed in the value of diversity & progress, since its inception in 1852. 

Wells Fargo is constantly striving to make their organisation as diverse and representative as possible and aim to foster an inclusive culture within every office. 

While we don’t believe in stereotyping at Find Your Flex, currently the majority of participants on UK Returner schemes are female and there’s no getting away from it yet. 

According to the Office for National Statistics, 1.8 Million UK women (and 0.2 million men) leave paid employment to take care of their family. 

These figures exclude the very small number of mothers or carers who receive small amounts of paid income. 

Given this sobering stat, we felt it was important to highlight the Wells Fargo median gender pay gap of 11.8% in 2020, which was down (at 19.4%) on 2019 figures. 

When you consider the average gender pay gap across the broad spectrum of “finance” is 31%, this is worth celebrating. 

They really do welcome the fresh perspectives that diverse views bring and that’s really important for any employee to know, when making a decision about where to invest your time and next career move. Every voice needs to be valued and heard. 

The Wells Fargo 2017-2020 Diversity and Inclusion strategy collaborated with the EMEA Diversity Council and the UK Women’s Team Member Network (TMN) to increase female equality and their female senior leadership model continues into 2021; this extended role out of the Glide Returner Programme into the UK being a large part of it and they actively encourage female employees across the EMEA countries, to take up mentoring roles. 

Those all-important Employee Benefits? 

Employees get a brilliant selection of benefits which can be personalised to support their health and well-being, retirement, financial security, and work-life needs, including time off to participate in community service activities that are of meaning to them. 

The financial benefits, as you may expect from a bank, are genuinely ‘valuable’. Employees will be impressed with the level of financial security they will be offered. A comfort to know you’d be prepared should life ever throw a curveball at you and your family.  

In terms of annual leave, you get 25 days holiday and they have a Paid Time Off (PTO) purchase programme, allowing staff to buy up to an additional 5 days leave. 

Plus, they have Emergency Back Up Care – if your regular arrangements for dependents aren’t available. Something every parent or carer will find very reassuring to know is there, even if you never need to use it. 

And finally – are they really ‘Flexible’? 

At the moment, all Wells Fargo employees are remote but will be expected to return to the office from October or November in a hybrid model. 

Agreements will be put in place between individuals and their Line Manager. 

Across EMEA they operate according to the Flexible Work Arrangement which refers to a long or short-term arrangement which can modify an individual’s working hours / pattern or location of work in an adhoc, fixed term or permanent basis. 

If you feel Wells Fargo could be the employer for you, apply today:

Wells Fargo – Glide back into the workforce

Categories
Diversity and Inclusion High Profile Returners Lifestyle And Wellbeing Mums Returning To Work Professional Mums Work Journeys

Imposter Syndrome – Fix Bias, Not Women

Imposter Syndrome. We have all heard of it. If you are a high-achieving female you may well think you have it. If you don’t, you will know many others that do.  But, what if Imposter Syndrome isn’t real? What if it is a resulting factor of society and biology combined?

The 66% of women ‘suffering’ with Imposter Syndrome (according to a study by Access Commercial Finance) may be shouting “no, it’s definitely real”. Bare with me…

You can loosely define imposter syndrome as doubting your abilities and feeling like a fraud. It disproportionately affects high-achieving people, who find it difficult to accept their accomplishments. Many question whether they’re deserving of accolades.

Where did Imposter Syndrome come from?

Psychologists Pauline Rose Clance and Suzanne Imes developed the concept. Originally termed “imposter phenomenon,” in their 1978 founding study. The study focused on 150 high-achieving women. They recorded that “despite outstanding academic and professional accomplishments, women who experience the imposter phenomenon persist in believing that they are really not bright and have fooled anyone who thinks otherwise.”

This study, despite it being based on just 150 participants, spurred decades of development programmes and initiatives. These were all in an effort to address imposter syndrome in women. Many high-profile women have shared they suffer with IS. Examples include – former First Lady Michelle Obama and Tennis champion Serena William. If you want to find out how to “overcome” Imposter Syndrome, a quick Google search shows up more than 5 million results.

What if Women Aren’t The Problem?

What’s less well explored, is why imposter syndrome exists in the first place. The advent came with the study mentioned above in 1978, but what about before then? Did it just not happen? Or has something changed in society or with “sufferers” that has resulted in this pandemic?

A theory I subscribe to is that workplace systems and simple biology may have a lot to answer for. Currently, women are almost blamed for having Imposter Syndrome. They are told they are suffering and need to overcome it. They are ‘diagnosed’ with a condition. So, it must be down to them.

Ruchika Tulshyan and Jodi-Ann Burey explored this further. Their published findings, in a Harvard Business Review article, share “imposter syndrome puts the blame on individuals, without accounting for the historical and cultural contexts that are foundational to how it manifests… Imposter syndrome directs our view toward fixing women at work instead of fixing the places where women work.”

Maybe You Are Just Normal!

Feeling uncomfortable, second-guessing yourself and mild anxiety are all normal. These feelings are more prevalent in women at work. Men of course experience similar feelings. However, men are often selected based on capability rather than history. The opposite is true for women. It stands to reason if you haven’t done a certain thing before suddenly you feel out of your depth. As a man’s potential is validated over time, feelings of doubt are reduced. Add on the fact men are easily able to find role models in the workplace. Mentors who are like them and are less inclined to question their competence. It therefore makes sense that these very normal feelings have a lesser impact and are less likely to be labelled.

Women experience the opposite. We question if we have the credentials we need to achieve. We hear “women often suffer with Imposter Syndrome”. In fact career development programmes aimed at women almost always have a session on “overcoming imposter syndrome”. It can become a self-fulfilling prophecy.

When women demonstrate strength, ambition, and resilience, they are often described as “aggressive” or “overly assertive”. The idea of imposter syndrome doesn’t take account of workplace dynamics and suggests women need to deal with the “issue”instead.

Men Are From Mars…

It is a biological fact women are programmed to be more risk averse. They are more likely to be perfectionists. Jessica Baker, a Business Psychologist, says we are wired to not step too far into the unknown – left from when we needed fear to protect us, and our young. Also, there are a disproportionate number of men in leadership roles. This means falsely equating confidence with certain traits that are most often demonstrated by male leaders. We then interpret these traits as competence and leadership. Thus, if we don’t have these certain male dominant traits, we question ourselves, decide we lack confidence and diagnose Imposter Syndrome.

Fixing Bias and Society – Not Women

The “fix women’s imposter syndrome” narrative has persisted, decade after decade. Perhaps instead workplaces should focus on creating a culture for women that addresses bias.

In the mid-1990s Clance, the ‘founder’ of Imposter Syndrome suggested the impostor phenomenon could also be attributed as far back as the way girls are communicated with as children. People would compliment girls on being “pretty” and “chatty”. Whilst “Brave” and “intelligent” used for boys. These concepts can define us. It is therefore easier to put success down to luck or being liked. Not individual success.

All this said, I do not totally dismiss Imposter Syndrome as “a thing”. But, I do wonder if

  • we address healthy, normal self-doubt via supportive work cultures,
  • seeing more women in positions of leadership and
  • not using vague feedback like “you need to better develop your leadership qualities”.

we may be in a better place.

Is Imposter Syndrome is a stand-alone syndrome? Or is it a result of complex societal, biological and workplace factors? Either way, it still affects us.

Then how do we deal with it? Ask yourself “where is the evidence that you are doing a terrible job or making bad decisions?”. The fear is irrational. Your current experience of it is often far worse than the negative outcome you are anticipating.

Rebecca Amin is a Career Coach helping parents, find their paths back to career happiness. Find Rebecca via her website www.rebeccaamincoaching.co.uk; Facebook Page and Facebook Group, Career Happy Mums.