For training professionals, determining competency gaps is one of the most effective methods of determining training needs. The first step should have produced a list of needs for training and development, career development, organization development and/or other interventions. Now we must examine these in view of their importance to our organizational goals, realities and constraints. We must determine if the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of our organizational needs and requirements. The purpose of the needs assessment is to help you determine what you need to learn to.

• Identifying key areas for development
• Identify skill gaps in individuals and teams
• Highlight trends across your department
• Optimise the focus of your budget

For building a business to sustain long-term growth, you must understand what sets it apart from the competition. Identify why customers come to you for a product or service. Changes must be measurable. One of our best sources of growth is existing customers, who are always looking for more opportunities to buy, and new offerings.

• Creating a Solution that drives business growth
• Off-the-shelf and fully bespoke training programs
• Access to over 80 expert course directors
• The latest marketing strategies and tactics

Because we offer the full range of delivery options and understand the individual strengths of each solution, we can create the ideal mix to suit your business, your people and your objectives. We design and facilitate interactive workshops built around action-based learning, allowing your employees to apply what they learn in the workplace straight away. We will organise in-company workshops. By skilfully combining virtual and face-to-face delivery, we can create an incredibly efficient and effective programme that is convenient for employees, embeds learning quickly and delivers outstanding results.

• Providing your program in a way that suits you
• Face-to-Face in your work place or preferred venue
• E-leaning options to minimize time away from desk

Collaborate and network with relevant people in order to achieve learning and skills development and maintenance objectives. Demonstrate appropriate task breakdown. Apply communication techniques that encourage and motivate. Use appropriate prompting during training session. As they become proficient, they pick up skills which consequently allow them to expand their repertoire. However we cannot rely on osmosis to furnish everything they require to advance. We need them to actively seek to expand their skills so they increase their value.

• Maintaining skill levels after training
• Post-training evaluation to identify skills uplift
• Mentoring to help continual development
• FRIXTY Membership for ongoing support and inspiration

We have dedicated analytic skills trainers with practical experience in credit and risk analysis in all of our regions, meaning that we combine global best practices with local and regional expertise and case studies, to deliver meaningful and instantly applicable learning. We design and deliver everything from a one day classroom based introduction to concepts of credit risk or a two day workshop on the latest regulation for risk management professional to a full credit or risk academy for an entire institution.

Assessments are often included pre, during and post training, to ensure a consistent skill level across your organization. We offer foundation level, up to managing director level, where we teach how senior decision making can impact on the risk profile of the whole institution. We are able to offer tailored courses in a large number of locations and in a number of languages.

FCG has dedicated trainers with hands-on experience in financial markets to provide tailored classroom based training as well as e-learning focussed around general financial market knowledge, specific financial products, trading and investment strategies as well as essential and thorough excel financial modelling and valuation skills.

At FCG "HUMAN RESOURCE MANAGEMENT" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as “Personnel Administration.” The name change is not merely cosmetics.

HRM developed in response to the substantial increase in competitive pressures American business organizations began experiencing by the late 1970s as a result of such factors as globalization, deregulation, and rapid technological change. These pressures gave rise to an enhanced concern on the part of firms to engage in strategic planning–a process of anticipating future changes in the environment conditions (the nature as well as level of the market) and aligning the various components of the organization in such a way as to promote organizational effectiveness.

Human Resource Management (HRM), also called personnel management, consists of all the activities undertaken by an enterprise to ensure the effective utilization of employees toward the attainment of individual, group, and organizational goals. An organization’s HRM function focuses on the people side of management. It consists of practices that help the organization to deal effectively with its people during the various phases of the employment cycle, including pre-hire, staffing, and post-hire

Personal Finance

• Protection against unforeseen personal events, as well as in the wider economies
• Transference of family wealth across generations (bequests and inheritance)
• Effects of tax policies (tax subsidies or penalties) management of personal finances
• Effects of credit on individual financial standing
• Development of a savings plan or financing for large purchases (auto, education, home)
• Planning a secure financial future in an environment of economic instability
• Development of the FDIC and the Federal Reserve System
• Pursuing a checking and/or a savings account

Corporate Finance
Corporate finance deals with the sources funding and the capital structure of corporations, the actions that managers take to increase the value of the firm to the shareholders, and the tools and analysis used to allocate financial resources.

Public Finance
Public finance describes finance as related to sovereign states and sub-national entities (states/provinces, counties, municipalities, etc.) and related public entities (e.g. school districts) or agencies. It usually encompasses a long-term strategic perspective regarding investment decisions that affect public entities. These long-term strategic periods usually encompass five or more years. Public finance is primarily concerned with:

• Identification of required expenditure of a public sector entity
• Source(s) of that entity’s revenue
• The budgeting process
• Debt issuance (municipal bonds) for public works projects

Central banks, such as the Federal Reserve System banks in the United States and Bank of England in the United Kingdom, are strong players in public finance, acting as lenders of last resort as well as strong influences on monetary and credit conditions in the economy.

Law is a system of rules that are created and enforced through social or governmental institutions to regulate behavior. Law is a system that regulates and ensures that individuals or a community adhere to the will of the state. State-enforced laws can be made by a collective legislature or by a single legislator, resulting in statutes, by the executive through decrees and regulations, or established by judges through precedent, normally in common law jurisdictions. Private individuals can create legally binding contracts, including arbitration agreements that may elect to accept alternative arbitration to the normal court process. The formation of laws themselves may be influenced by a constitution, written or tacit, and the rights encoded therein. The law shapes politics, economics, history and society in various ways and serves as a mediator of relations between people.

Operations management is an area of management concerned with designing and controlling the process of production and redesigning business operations in the production of goods or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed and effective in terms of meeting customer requirements. It is concerned with managing an entire production system which is the process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services), as an asset or delivers a product or services. Operations produce products, manage quality and creates service. Operation management covers sectors like banking systems, hospitals, companies, working with suppliers, customers, and using technology. Operations is one of the major functions in an organization along with supply chains, marketing, finance and human resources. The operations function requires management of both the strategic and day-to-day production of goods and services.

Marketing is the study and management of exchange relationships. Marketing is used to create, keep and satisfy the customer. With the customer as the focus of its activities, it can be concluded that Marketing is one of the premier components of Business Management – the other being innovation.

Marketing is defined by the American Marketing Association as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” The term developed from the original meaning which referred literally to going to market with goods for sale. From a sales process engineering perspective, marketing is “a set of processes that are interconnected and interdependent with other functions” of a business aimed at achieving customer interest and satisfaction.

Business Valuation

• Income Approach. The Income Approach involves valuation methods that convert future anticipated economic benefits (e.g., cash flow) into a single present dollar amount.
• Market Approach. The Market Approach involves valuation methods that use transactional data to help determine a company's value.
• Cost Approach.
• True Value.

Business Consulting
Business Development and Value Enhancement
Many CFA professionals evolved into M&A professionals from backgrounds as business owners and corporate executives. We appreciate the wisdom of Stephen Covey's habit - "begin with the end in mind". When the end objective is creating wealth for shareholders, begin with a CFA principal as your trusted advisor along the way. Our focus is your success.

We develop your business plan as a roadmap to creating and enhancing value in your company. This will provide a blueprint for your management team to follow and clearly communicates the company direction to your staff. The business plan provides an effective framework within which a company can develop and follow its strategies over the next 3-5 years.

Basel III is a major piece of legislation that aims to improve the capital in banks and help manage risk. Its ultimate aim is to avoid a repeat of the 2008 financial crash, which makes it a vital part of how banks can do business in the modern world. In December 2017, the Basel Committee for Banking Supervision (BCBS) finalized its reforms, also known as Basel IV, were announced and were shown to focus more on the calculation of risk-weighted assets (RWAs) and capital floors for banks globally. The capital floors piece has been postponed until 2022, with floors gradually increasing up to 72.5% by 2027.

Managing liquidity with BCBS 248
Liquidity management stands to be a major part of Basel IV and BCBS 248 will place greater pressure on banks to ensure they are providing the right information to the regulator. BCBS 248 will require banks to manage the intraday liquidity across various asset classes and products. While it may seem to be a simple process, the fact remains that most of this liquidity exists in multiple locations and are not centralized.

What is Being covered
By 2019, all banks will need to provide 100% of their LCR, with additional buffer requirements by 2022. This year will be a key period for banks as they look to create liquidity buffers that satisfy this requirement. While it’s important that these businesses build robust buffers that can withstand major shocks to the market, this will be hugely ineffective and counterproductive to day to day operations.