2015年-普华永道全球_A_new_take_on_talent_12页_1mb

Summary of PwC's 18th Annual Global CEO Survey on Talent in Financial Services

Core Content

PwC's 18th Annual Global CEO Survey highlights the challenges and opportunities financial services (FS) CEOs face in a rapidly evolving digital landscape. The report focuses on the need for a new approach to talent management, emphasizing the importance of digital transformation, diversity, and strategic workforce planning in the face of industry disruption.

Main Findings

• Digital Transformation:

  • 70% of FS CEOs view the limited availability of key skills as a threat to growth.
  • 80% of FS CEOs believe digital technology will enhance analytics, customer experience, and operational efficiency.
  • Digital needs to be integrated into all areas of the business, not just IT, and requires cross-functional collaboration.

• Industry Disruption:

  • 61% of FS CEOs believe there are more opportunities than threats.
  • Technology is seen as the most disruptive trend, with 70% of CEOs concerned about cyber threats and data security.
  • FS CEOs are increasingly looking to collaborate with external partners and start-ups to access new skills and technologies.

• Talent Strategy:

  • FS CEOs are seeking a broader range of skills in hiring, including technology, analytics, and customer service.
  • The need for a hybrid workforce is growing, combining human and digital capabilities to improve decision-making and customer experience.
  • Only 16% of FS CEOs have formed alliances with start-ups, despite the potential benefits.

• Diversity and Inclusiveness:

  • 85% of FS CEOs believe diversity and inclusiveness strategies have enhanced business performance.
  • Diversity is now seen as a critical factor in innovation, customer satisfaction, and bridging skills gaps.
  • Women make up only around 10% of FS business leaders, indicating the need to address unconscious biases.

• Performance Management:

  • Only 43% of FS CEOs use data analytics for talent performance insights.
  • There is a need to develop HR analytics capabilities and ensure they are embedded in processes to provide actionable insights.

Key Talent Priorities for CEOs and HR

1. Lead from the Front

   • Leaders must clearly communicate the strategy, purpose, and expected behaviors.
   • Incentives and reward policies must align with strategic objectives and encourage desired behaviors.

2. Develop a Coherent Workforce Plan

   • A proactive and systematic approach to workforce planning is essential.
   • It should anticipate the types of people needed and where they should be deployed.

3. Adapt to New Market Demands

   • Training and development programs are crucial for adapting to a fast-evolving marketplace.
   • Talent may come from other industries or through partnerships with niche organizations.

4. Rethink What We Mean by Talent

   • The role of talent is shifting from traditional skills to a broader set of capabilities.
   • Roles like tellers and loan officers are evolving, requiring a focus on trust-building and customer understanding.

5. Embrace Diversity

   • A broader talent pool and diverse thinking are essential for innovation and customer-centricity.
   • HR teams must actively seek talent from different industries, geographies, and demographics.

6. Be Realistic About Reward

   • Financial rewards are under pressure due to lower returns, compensation rules, and political/media scrutiny.
   • Organizations must offer more than just monetary incentives and manage expectations without compromising culture.

7. Apply Analytical Rigour

   • Big data and advanced analytics are key to improving talent planning and performance management.
   • These tools should support quicker and more informed decision-making, and help detect misconduct through surveillance data.

Conclusion

The financial services industry is at a crossroads, with digital transformation and disruption creating both risks and opportunities. To thrive, CEOs and HR must rethink traditional talent strategies, embrace diversity, and leverage analytics to drive performance and innovation. The report underscores that people are the key to success in this new era, and that the future of the industry depends on how effectively organizations can adapt and innovate in their talent management practices.