This is what it takes to work in the charities and social enterprise team of an ethical bank in Scotland

The Co-operative Bank is different from most other financial services organisations. Its ethical stance means you will need more than skills and ambition to impress Mike Grigor, manager of the bank's growing charities and social enterprise team in Scotland. We asked Mike about his career, this is what he told us.

How long have you been in financial services?

MG: About 30 years. I was set to go to university but then an opportunity with Bank of Scotland offered the chance to combine a job with further study, so I grabbed it and started right away.

Has you career path been conventional or capricious?

MG: It has been traditional in that I have always been in banking, but I have worked in many different areas, including card services and project management, and I have become a professional financial adviser along the way. A wide variety of experience helps you understand how companies work as a whole.

What matters most, talent or hard work?

MG: Initially you need a mixture of both but then it's a question of hard work - you won't get anywhere without it

I set up the charities and social enterprise team in Scotland in 2010, and have built it up to a team of four. If a recruit shows talent my team and I will develop it, but they have to prove that they are willing to work hard.

Charity and social enterprise is a growing sector so this specialist experience is valuable in the current climate.

What would advise people to do before stepping into an interview with you?

MG: Understand the role and the organisation. The Co-operative Bank is different from the usual financial services organisation. We are part of the much wider Co-operative Group, which lays a great emphasis on ethics throughout.

You must show that you support The Co-operative Group's ethical stance, plus the determination to deliver excellent customer service, a good knowledge of banking, a customer-focussed approach, and knowledge of the key issues in the charity and not-for-profit sector.

What do you now know about working in banking that you wish you had known 15 years ago?

MG: What has changed is that reputation and values matter more than ever. Many banks lost sight of their values over the last few years as they chased short-term gain. The Co-operative Bank has never done that, partly because we have not been under pressure from shareholders. Our customers are our members, so we have concentrated on serving them long-term.

That’s meant we were not so affected by the financial crisis and are now able to grow. We have been able to expand our services to charities, which are feeling the pinch now.

You are only allowed to hire one person over the next six months. Can you describe their ideal profile?

MG: It depends on the role they are being hired to fill and where they are in their career, but they should have strong customer-focus and the ability to challenge the usual way of doing things. They should be able to come up with their own suggestions about how things can be done better and explain why that would be more efficient. Finally, they must have good verbal and written communications skills, so as to find out exactly what customers' needs are.

What advice would you give to graduates who want to get into financial services?

MG: Be able to articulate why you want to get into financial services, especially in the current climate, where there may be a temptation to apply for any job just in order to get one.

Get some work and life experience to add to your degree. It doesn't have to be on a gap year in Africa because not everyone can afford that, and work experience need not be in financial services. Take part in sports and student societies, rather than just studying - it will expand your working week and demonstrate your capacity for hard work therefore assisting the transition from University to work.

In no more than three sentences can you say what your business area will look like in 2015?

MG: We have seen great growth in the charities and social enterprise team in the last three years and I see that continuing.

The Co-operative Bank will become more of a key player in this sector.

There will be more pressure on the sector because of reduced funding, but that creates more opportunities, especially as we can refer customers to other services within the wider Co-operative Group.

I want to work for you. What will persuade you to hire me?

MG: However technically gifted you are, you must persuade me that you understand the ethics of The Co-operative Group and want to work for us in particular.

You must also be willing to put in extra work, because we encourage all colleagues to demonstrate The Co-operative Group's values by getting involved in the community.

The Co-operative was founded in the nineteenth century on strong values and principles which remain key today, and in addition to hard work and enthusiasm for the job I would look for somebody who would put these values at the heart of their work. Teams from the Group often go out into the community to help people enhance the areas where they live through regeneration projects and team challenges.