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Transforming talent: The banker of the future

Global banking outlook 2016

Build a future of bright banking talent.

Digital disruption will make tomorrow’s banking workforce unrecognizable from today’s. Banks must build a culture that nurtures diversity of thought and ensure bankers have the new skills they need to succeed.

If banks are to rebuild a viable industry, transforming their people is as important as transforming their products and processes.

Global Banking Outlook 2016, Transforming talent — The banker of the future, explores how the human resources life cycle must be overhauled to build a bright future of talented bankers.

Take the four steps to a bright future of talented bankers.

Four specific actions can help banks ensure their employees have the aptitude to deliver success in tomorrow’s world.

  • Assess technology’s dramatic disruption of the banking workforce
  • Understand the expectations of a new generation of bankers
  • Change culture to encourage diversity of thought
  • Nurture and empower a collaborative workforce

As technology revolutionizes the banking workforce – eliminating, changing and creating roles across the business − banks must evolve as rapidly as technology itself. At the same time, a new generation of employees is bringing new expectations.

By 2025, millennials will make up 72% of the global workforce; their aspirations and attitudes will shape the workplaces of the future. If banks are to prosper, they must retain leading talent and encourage a culture of ‘intrapreneurism’ by nurturing diversity of thought.

A stronger, better banking world won’t be made up of the best individuals but the best combination of diverse individuals. Banks can maximize performance and productivity by transforming the ways they recruit, progress employees through their careers, and foster collaboration between employees with different skill sets.

In the future, HR functions will not support resource management but mobilize intelligence. In delivering this change, bank leaders must recognize that although success may not be achieved swiftly, re-engineering the workforce is potentially more important than next quarter’s earnings and an important aspect of his or her legacy.

 

 

 

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