Archive for category: Advice from crew
As individuals work remotely and adjust to workdays without in-person face time with peers and colleagues, we anticipate that we will all feel the effects of social distancing. Like you, the Diversity & Inclusion team at Vanguard is experiencing this first hand, and we’ve been asking ourselves: We have 6 suggestions to consider for living the Diversity, Inclusion, and Belonging (DIB) principles with your teams.
1. Establish a positive mindset.
While you are setting the course aligned to your company’s mission and providing parameters for your team, it’s important to amplify a silver lining. You can acknowledge that adjusting to change can be difficult, but remember (and remind your team) that there are many advantages to working remotely.
Studies show that employees who telework report lower stress levels (granted, that may take a while in our current environment) and higher productivity. Promoting your and your colleagues’ health and safety should be top of mind.
2. Enable connections to happen.
The best way to ensure that connections happen between you and your team is to be authentic. Weave personal, relatable themes into your everyday interactions and encourage your team to do so, as well.
Creating belonging for individuals who are working on a partial or fully virtual team requires a leader to enable moments for employees to connect digitally on a personal level. Reserve and devote explicit social time each week for your entire team to gather, check-in, and continue to get to know each other “outside of work.” This ensures that the interpersonal connections that normally occur face-to-face each day will continue to happen in a virtual environment. It is those interpersonal, social connections that will help promote inclusion and minimize feelings of isolation.
Allow each team member to voice his or her feelings. This is important not only for more established team, but also for those who have a new member joining the team or company. A weekly video session can really make a difference. These can be distinct, separate events, or perhaps it can be time devoted during recurring staff meetings. Your team can decide what schedule works best.
3. Champion inclusion and flexibility.
Our current circumstances will most likely impact you and your team(s) differently. Some may have children, elders, or other family and friends who need different levels of attention and support during this time. Asking everyone to be candid about their unique situations can promote empathy among the team.
If possible, provide opportunities for your team to flex their work time as needed, so they can balance their work and life commitments. Depending upon the team’s work, role, and need for collaboration, encourage your team to leverage their diversity to help solve for any concerns. Remember and reinforce that the diversity on your team is an advantage, and share helpful resources when you find them. A few examples for working parents:
4. Recognize, recognize, recognize.
Consider how you may need to approach employee recognition differently. Some research suggests that remote workers feel they receive less recognition than non-remote workers. When we interact with our teams in person, we tend to share praise and compliments after meetings and when we pass each other in the halls. Remote workers have fewer chances to receive this kind of informal feedback. Find the opportunities, whether directly or on a team video chat, to recognize a job well done. This can go a long way toward building a sense of belonging, for both an individual and the team.
5. Make sure everyone on your team receives critical information.
Each day, pause to consider who on your team may not have the latest information they may need to do their work. Vanguard is a highly relational organization, and normally, a considerable amount of information exchange happens in person, before or after meetings. What normally occurs in a sidebar conversation in the hallway or at someone’s workstation will now likely occur on the telephone or via video conference. If your company is similar, invite everyone impacted to join by phone or chat so that everyone is given the same opportunity to learn and participate. If this isn’t possible, ensure there is a method to collect information that needs to be shared with everyone afterward.
6. Exercise emotional intelligence.
Consider the Emotional Intelligence (EQ) at play for you and members of your team. Mature emotional intelligence skills will put you and your team(s) at an advantage during this time, as well as when things return to normal. The strongest leaders understand how to help others manage their emotions, and how to use their own emotional awareness to navigate, build, and maintain positive relationships.
If EQ is a new concept to you, or you simply need to refresh your understanding and familiarity with it, spending a few minutes reading an overview of EQ will be helpful in integrating the DIB principles.
One example of EQ is how you acknowledge and control your own emotional response(s). You have the ability to control strong emotions by not acting on raw feelings or impulse. Instead, consider sitting with uncomfortable feelings and giving yourself time to decide how to alleviate or reduce them. This discipline develops self-confidence, and also allows time to reflect on potential solutions to a situation or problem.
Suppressing an immediate reaction based upon an initial, emotionally charged state helps lead to better decision-making outcomes. As everyone adjusts to our new work environment, you or your team may have periods of unexpected fear, anxiety, uncertainty, or frustration. Understanding how to control emotional responses will be important.
Another example of EQ is your ability to empathize with the individuals on your team, which will go a long way to developing deeper relationships with them. Empathy is the ability to recognize how and why people feel the way they do, and it allows us to anticipate how our actions and behaviors influence others. Empathy skills enhance our relationships, both with each other and ourselves. Ultimately, self-confidence increases, and a sense of belonging grows.
Most importantly, make sure you are hearing from all of the individuals on your team. Sometimes when working virtually, it can be easy for some employees to “hide” and not speak up, and you may have to do more in the way of initiating communication from them. Leverage tools, like going around the virtual room, to ensure you hear from everyone. Call someone’s name if they haven’t spoken up, and if this isn’t appropriate given your team dynamic(s), make sure you follow-up individually with anyone who exhibits this behavior or behavioral preference. If someone is quiet, we caution you not to assume that they are okay and feel connected to the team.
Thank you for devoting time and hard work to bring the Diversity, Inclusion, and Belonging principles to life! We wish you all the best in your journey.
—Rosaleena M. and Chris H.
Prepare as if your interview was in person
Master the technology
Control your environment
Don’t forget!
Chris V.
Director
Auditor Services Technology
A graduate of the Rochester Institute of Technology, Chris began his career with Vanguard’s Information Technology (IT) Division as a systems administrator, providing front line support for critical business infrastructure. He transitioned to a role in IT Audit, where he is currently a Director on the Global Technology Audit Services team, leading the Integrated Audit and Data Analytics functions.
Jeff O.
Data Analytics Technical Lead
Internal Audit
After completing a graduate degree in analytics, Jeff worked at a media and technology company for several years. While there, he was a developer and thought leader in analytics, with projects spanning consultation, visualization, business intelligence, and machine learning. After joining Vanguard, Jeff supported the Institutional Audit Services team before moving into the Data Analytics Technical Lead role. He is tasked with operational leadership of the data analytics team in providing insight, efficiency, and coverage gains to Internal Audit, contributing to our overall goal of protecting Vanguard investors.
Kelly C.
Project Manager
Audit Services
With an undergraduate degree in Accounting from Saint Francis University, Kelly started her career at Vanguard as a Client Services Specialist within Retail Services. During this time she obtained her Series 7 and 63 licenses, assisting retail clients to meet their investment needs. She moved on to become a Corporate Actions Specialist within Fund Financial Services for several years. In this role, she captured and accounted for corporate actions for Vanguard funds. She has spent the past four years as a Project Manager within Internal Audit, partnering with business units around the globe to identify and mitigate risks to Vanguard. During her time at Vanguard, Kelly successfully obtained an MBA from West Chester University and her CIA (Certified Internal Audit) designation.
Why is data analysis so critical to the future of Internal Audit and Vanguard overall?
Chris: A challenge for the Internal Audit department is being able to keep pace with changes taking place in the business. New products and client service offerings, technology transformations, continued global expansion, and an evolving regulatory landscape are contributing to an unprecedented velocity of change at Vanguard. With this in mind, how do we, as Internal Audit, continue to provide coverage over an evolving risk landscape that grows proportionally to the rate of change?
One of the ways Internal Audit can scale to meet this growing demand is through the effective and efficient use of data analysis. If used properly, it can allow us to make smarter, better informed decisions on where to allocate our resources, automate manual processes, test full populations of data in minutes, not days, and monitor the health of our control environment with minimal effort. Data analysis provides us the opportunity to work smarter and make more efficient use of our finite resources which is critical in carrying out our mission of protecting Vanguard’s investors.
How is Internal Audit using data analysis today?
Jeff: In a shared partnership of analysts and auditors, the department uses data analytics by augmenting the audit process with population-level insights and tests. Both reactive and proactive projects are completed currently. As advisory and assurance engagements conduct their reviews, data analytics is leveraged to better understand business practices and identify risk-based exceptions. From the successful use of data analytics during those engagements, automated monitors can be developed afterward to assist the department in reviewing the risk landscape in future. A variety of approaches are used, including independent analysis from source systems, visual analytics to better understand populations, and statistics and algorithms to identify hard-to-find insights.
Kelly: Internal Audit uses data analysis in multiple phases of the audit lifecycle. For example, when establishing an annual audit plan or preparing for a specific audit, data analysis helps an auditor identify the high-risk and complex areas to target. It has also led to a shift in how typical control testing can be performed. Audit teams can assess complete populations of a data set rather than merely inspecting a small sample selection by using analytical tools and techniques. This helps provide better assurance on how effectively a control is operating and gives the team better insights into the holistic control environment of the respective area.
What are the hallmark traits of a successful data analyst?
Jeff: I once heard it said that, “…the analysis isn’t complete until the results are accepted.” Deriving interesting and valuable insights, which depend on persistent curiosity is key. It is not just about asking a good question, but about asking the right series of questions that drive deep into a subject. However, great analyses can be of no value if they are misunderstood. The ability to describe the methods and the value of the results in a clear and concise manner creates the return on investment. Further, a great analyst must be able to build excitement around the use of data.
How can a data analytics skillset benefit one’s career?
Kelly: I think that having a proficient data analytics skillset pays dividends throughout any career path. Being able to successfully identify and analyze the necessary data and information needed to make a well-informed decision are essential skills that will benefit an individual in any role. Personally, as I grow in my career I aspire to lead larger and more strategic projects across the organization. Analytics skills will help give me both macro and micro views into a respective book of work, information to drive data based decision-making, and a tool kit for persuasion and influence.
Chris: Having a risk and control skillset alone is no longer sufficient to be considered an effective auditor. While data analytics is very quickly becoming a required competency in our industry, the benefits aren’t solely limited to a career in audit. Data analytics skills are in-demand, very transferable across disciplines and are impactful in a number of different roles should you ever decide on a career change. Building data analytics acumen today can be a big differentiator in your future.
When I was a young kid, I wanted to be the Incredible Hulk. However, my desire to be a super hero was different than that of my friends at school because of one small nuance: I spent time with Hulk. I knew that he woke up at 5:00am every morning to do cardio, and some days I would join him. I knew that he liked to put black pepper on almost everything he ate. I had the opportunity most evenings to watch him lift weights, and WOW! He was strong. And the green paint? Well, that was just for television and public appearances. You see I lived with the Incredible Hulk… he was my dad.
I have a vivid memory of when I was about five years old: My father (a.k.a. Hulk) was doing bench press in the basement, and I could hear his exhale with each rep. And then it stopped. Next came a struggled yell for help, followed by my mother running down the stairs in a panic, and then two incredibly loud thuds. My mother helped him dump the weights. And for the first time in my life, I realized that everyone, even a super hero, needs help sometimes.
Your career is no different. Neither is mine. We all need help. I recently completed a fun exercise: I listed as many people as I could think of that have helped me in my 15 year career. In about 10 minutes, I wrote down the names of 94 people, and I could have kept going. The old saying is true, sometimes it does take a village! Among these individuals, there are a few who have had the greatest impact on my career due to their willingness to serve as my mentors. In keeping with the theme of seeking help, I’ve asked two of them, Vanguard senior leaders Marissa Blank and Steve Holman, to come alongside me to construct a guide on how to establish a strong mentorship relationship.
I may never actually become the Incredible Hulk and save the world, but that’s okay… becoming someone’s mentor and positively impacting their life is just as fulfilling. In this season of giving, let’s show thanks to those who have helped us by committing to help others in their career.
Have an upcoming interview with us? You’ll need to know more about the STAR format – also known as behavior based interviewing – and how to prepare for these types of questions. What are STARs? In interviews, Vanguard hiring teams often use the STAR format, which focuses on Situation/Task, Action, and Results. This method helps us to better understand your skills, experience and working styles and how they relate to the role you’re applying for. To effectively answer these types of questions, describe the Situation or Task, the Action you took, and the Results of your specific actions. Here’s an example:
Interviewer: Tell me about a time when you had a tough client. How did you improve the relationship?
Candidate: When I worked at a retail store, we had a regular customer who wanted to use expired coupons. We can’t take expired coupons and the customer wasn’t happy about it. (Situation) I showed him how to get coupons on his phone (Action), so he would have access to our most current deals anytime he came in. We found a discount that he could apply that day (Action) and by the time he left the store, the customer was pleased and stated he would be back. (Result) I learned from that experience that you can always find a solution, even if you can’t give the customer exactly what they want.
The right details
Another trick to answering STAR questions effectively is to avoid generalities. Consider the difference in these two answers:
Before: “I had a rough project. I spoke with the person who wasn’t doing their work and it got better.”
Better: “I had a team project in my marketing class where one person wasn’t completing their tasks and was holding everyone up. I approached my classmate privately and asked if he needed help. He admitted that he didn’t understand the project and wasn’t sure where to start. I offered to show my teammate an easy way to complete his research and gave him a few simple resources that could bring him up to speed. After our conversation, my classmate made a complete shift. He finished all his work, before the deadline, and we got an A on our project.”
Notice in the above examples that the interviewee gave just the right amount of detail to make the story clear, without rambling. And consider how many skills this candidate just succinctly demonstrated – team player, problem solver, strong communicator, among others.
Listen for the details
When answering STAR based questions, listen carefully to what your interviewer is asking. For example, if you are asked for one example, don’t give two. If the interviewer asks a question you dislike, don’t jump in with unrelated information or a question you prefer to answer. Taking either of these avenues shows that you can’t follow directions. You may also run out of time to answer other questions that will demonstrate your skills and applicable experiences.
Identify your STARs
You don’t have to have lots of job experience to share something relevant. Some good places to uncover STAR examples include: classwork, interactions with professors, clubs, sports, part time jobs, or volunteering.
Interviews are professional interactions, so avoid inappropriate stories. And it’s not just what you say, but how you say it. Slang or fillers (such as like, um, uh) can reduce the power of your words and lessen their meaning.
Final thoughts
The key to answering STAR questions is to call out past successes that apply to the role you’re interviewing for. Make sure the end result of your example is a win for all parties involved.
Also, the experiences you choose for STARs don’t have to be awe-inspiring. Leadership during team sports, problem-solving with a professor, or clear communication while volunteering can all demonstrate that you have the skills and experiences to flourish in your future role.
If you enjoyed this post, check out these Vanguard interview tips. And if you’re ready for a more rewarding, engaging, meaningful career, search our Client Services opportunities at www.vanguardjobs.com.
I’d been working at Vanguard for about eight years when my mother, and best friend was diagnosed with Stage 3 Urothelial Cell Carcinoma. As you can imagine, this turned my family’s world upside down as my mom is the heart & soul of my family unit. My mom, who had cared for me, my brother and my dad, all (or most of) our lives was now the one who needed care. This was a role no one in my family, except my mom, had really ever done. I knew I would play a key part in my mother’s appointments as my family wasn’t sure what questions to ask or notes to take. Needless to say, having served in auditor-type roles most of my Vanguard career, I was well prepared for the challenge. During the first quarter of 2017, while my personal life was turned on its head, a new leader was assigned to my team. I was experiencing changes both at Vanguard and in my personal life. My first one-on-one was conducted through video conference from my parent’s house. It was during that conversation I finally said the words out loud…my mom had cancer. Not knowing how my new leader would respond, I waited. He took a moment and said, “Family comes first,” a concept I heard Vanguard was known for but never experienced firsthand. To my relief, my manager and I worked out a flexible schedule so I could attend all of my mom’s chemotherapy treatments. My mom’s 68th birthday in our matching red panda onesies
My first leave occurred in July 2017, for mom’s surgery to remove the cancer cells. Knowing I could assist in her care, this was my first experience with Vanguard’s Family and Medical Leave Program (FMLA). I took the steps necessary to ensure that everything would go smoothly, and it did.
I was nursing my mom back to health, with my dad and brother and other extended family by my side. Every morning, I went straight into mom’s bed where we spent hours talking, laughing and praying. During that leave, I wore many hats, some included: Doctor, nurse, caretaker, therapist, chef, butler, and chauffeur. Before I knew it, the two months had passed & I was back to work.
When I returned from leave, I was notified that my team was undergoing changes. I had a new team and leader. Like the leader before, she was caring and understanding. She went out of her way to help support me, and therefore, my family.
Having been home for the holidays, I asked mom if she needed me to stay. She was hesitant; worried that her diagnosis that was now Stage 4 was affecting my work. Always a mother. But she did ask me to stay. I went back through the seamless FMLA process and was back at home, supporting my family by the first week of 2018.
The first day of that leave we found out that the cancer metastasized in mom’s liver. She was given six months to live… A time frame no spouse, son, daughter, mother, sibling, or friend is ready to hear or accept. However, a few weeks after that appointment, mom was on an upswing responding positively to her new treatment. My mom, our family, was going to win this fight.
Mom graduating from chemo for the first time on my Vanguard work anniversary
I returned to work in early February of 2018 in hopes of making a career move. I wanted to challenge myself now more than ever considering the flexibility Vanguard had given me. Then, my perfect job appeared. I was hesitant to apply, worried that a new department and leader wouldn’t be willing to work with me through this trying time. With that in mind, I went for it and luckily I did, because I began an exciting new journey at Vanguard.
Having the same insecurities I’ve had before, I explained my home situation. My new leader exceeded my expectations even more so since I had only just gotten the job. She didn’t know me, but she didn’t need to. She knew what I needed.
Shortly after starting my new job in June 2018, my mom stopped responding to treatment and my family was overwhelmed. I needed to be home as taking care of mom had become a full time job that did not include sleep. For a third time, I submitted for FMLA. Another straightforward and successful process.
I was on leave from the end of July 2018 until Labor Day. I did my best to remain optimistic. Mom surpassed the six month expectation her doctor gave her in January. Every moment with her beyond six months was a blessing but I wasn’t naive; things looked bleak.
We had mom’s palliative care appointment the Friday I returned to work. The night I arrived home, I knew things were bad. During that appointment, mom was admitted to inpatient hospice care though she had been using their home services for months. I was told she may not make it the 15 minute ambulance ride. My world was falling apart.
My brother, mom & I visiting the casino with dad
Saturday morning, September 8, at 12:08 AM EST, after a year and a half of fighting, my mom passed away, unable to beat the courageous battle all cancer survivors and victims have to go through. More than anything, I wish this blog was ending differently, not only for you, but for me…for my family.
From that experience, here’s what I can tell you: If I wasn’t working at Vanguard, I don’t know how different this story would have been. I don’t know if I would have been at every chemotherapy appointment. I don’t know if I would have been at every doctor’s appointment. I don’t know if I would have been as available to my family. I don’t know if I would have been able to be home.
However, I was working at Vanguard. I was able to be there when my family needed me the most. I was able to go to every doctor’s appointment. I was able to be available for my family. I was able to be home. I was able to take multiple leaves of absence through FMLA. I was able to use personal leave to handle my mother’s affairs. I was able, and that – that is a blessing.
Hospice of the Sacred Heart Memorial walk
Meet Deji A. He is a Financial Advisor Manager who shares how he found the right fit in Vanguard. Deji’s strong client focus and passion for developing his crew have remained a priority throughout his career. Watch his full story below:
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Congratulations, you got the job! Now, make a great impression from day one. Whether you’re waiting for your start date or already in your role, use this checklist for suggestions for each step in your new role, starting from the first day you officially join your team. As you go through the list, don’t put too much pressure on yourself to blow it out of the water right away. In fact, it may be best to just observe and ask questions before offering suggestions or taking charge. And know that it’s OK to be a little nervous.
Day one
Week one
Weeks two to four
Month six
Some of these tasks should continue beyond six months (you should never stop learning or reflecting!), so a great next step is identifying which tasks to include in your ongoing development plan. And when someone new joins your team, you’ll have some great tips to share.
Congrats, you got the job! After weeks of interviewing, prepping, and anticipating, the long wait is finally over. You’ve given notice at your current job, you’ve accepted your new job offer, and set a start date. Now what?
Wrap up. Whether you disliked your old job or are just moving to a new opportunity, make sure to leave on good terms and help to wrap up loose ends. Make a plan with your leader on what you should tackle before you go and what needs to be deferred for your successor. A good task to complete before you go? Collect procedures, resources, projects, and tasks that can help new hires get a handle on their new position. A few examples: What meetings should they attend? What are all the projects and tasks they’re responsible for? How will they be measured?
Communicate. Let your direct manager take the lead on the plan, just make sure the right stakeholders are aware that you are exiting your role and when. Let everyone know your goals for your remaining time in job and indicate any contingency plans.
Manage expectations. On that note, accept that you simply cannot get to everything in two weeks. Some projects and tasks will not be completed and will have to wait for the next person to fill your role or a current peer to take them on. Do your best, but don’t overexert yourself. There’s a new challenge on the horizon!
Address the administrative stuff. Don’t forget the odds and ends like turning in keys, cleaning out your desk, returning your laptop, or filling out paperwork. Contact your HR department to see if they have a checklist for those vacating a position or leaving the company.
Say goodbye. This is a little different from the communication piece because this step is less about setting timelines and more about saying farewell to your beloved co-workers. Want to take it a step further? Send an email or handwritten note to those who have influenced your career or made a difference in your life. Add them on LinkedIn to stay in touch.
As a final caution, avoid taking your last two weeks as a vacation. Chances are, you’ll just be hurting a valued peer or damaging your own reputation. And you never know when you’ll encounter a former colleague or leader in the future.
Stay tuned for our blog on Kicking off your new role.
It’s a painful thing for anyone to go through. A company, department, or team turns you down for a role. It can feel like someone is saying, “we didn’t like you and we don’t want you.” The truth is, the hiring team may have really liked you, or even felt you got really close. Just because you weren’t right for the position today, doesn’t mean you can’t nail it the next time. But the way you handle this news can determine if you’re successful in the future. Use this step by step guide to navigate the tough waters of being turned down for a job:
Do some reflection
Was it really the company or role you wanted? Were you on your A game? Spend some time jotting down your reactions to the experience—how you felt about your performance, your impression of the company, what you did well, and what you think you could improve. It’s helpful to do this exercise immediately following an interview so the experience is fresh in your mind.
Get some rest
Going through an interview process is exhausting and emotional. After you’ve completed the reflection stage, take a breather to avoid overloading your brain. Take a day to go hiking, have dinner with a close friend, or binge-watch your favorite show. Downtime is an essential part of being a high-performing professional.
Make a plan
OK, now it’s time to get to work. Think about how you can tackle what you identified during the reflection phase. Did you ramble or come across inarticulate? Practice slowing down and speaking more clearly. Maybe it’s just a matter of polishing your appearance or impression: Was your interview attire wrinkled? Were you unprepared to take notes or share your resume?
Enlist some help
Practicing is a key element of interviewing, but who you practice with makes a difference. A professor, experienced parent, or former colleague will be better armed to offer you insights than someone who has never interviewed or held a professional position. At this time, you may have to ask for some tough feedback. I once had a mock interview where I was asked to discuss a time one of my projects shifted and how I reacted. I shared a story about having to host a video at the last minute. My mock interviewer said that, while the story was interesting, displaying my video hosting skills wasn’t relevant to the role I was pursuing. I had never even considered choosing answers related to the duties of the role I wanted. Her feedback helped steer me to identify more applicable experiences to share.
If your choices are limited, give your practice partner specifics to look for: clear communication, professional presence, and a tailored appearance.
Balance your goals
It’s not always necessary to make major changes, sometimes just making more eye contact can improve your chances. Think about the kind of person who has impressed you in the past. What was their body language? How did they speak about their goals and accomplishments? Envisioning the individual you want to portray works wonders in making a memorable impression.
Try again
Give it some time, but do apply again if you feel there’s a fit. Many employers welcome “silver medalists” back to the application process. And be prepared to discuss the improvements you’ve made since your last interview. You may share something like, “I realized my coding knowledge wasn’t where it should have been. Since then, I have taken a class to brush up on my skills.”
As you go through your plan, continue to think of other job opportunities so you avoid limiting yourself. Acknowledge that you may not get hired at your dream company this time, but that doesn’t mean there isn’t a chance in the future. And don’t forget to pat yourself on the back for taking on a challenge and doing something scary, no matter how well you did or didn’t do.
Most of all, remember that there’s a company out there just waiting for someone like you to walk through the door.