2019年金融服务业人才发展趋势（英文版）_10页_566kb

Financial Services Talent Trends 2019 Summary

Core Content

The 2019 PwC Financial Services (FS) talent trends report highlights the urgent need for FS leaders to rethink their strategies for building a digitally skilled workforce. With the industry facing significant skills shortages and evolving talent expectations, traditional recruitment and training methods are no longer sufficient.

Main Challenges

• Skills Shortages: Many FS organisations are struggling with the availability of key skills, particularly in digital and technology-related areas. The supply of talent is higher in mature markets, while demand is growing rapidly in Asia and the Middle East.
• Lagging Talent Strategies: Most FS organisations are still relying on conventional methods such as internal development and poaching talent from competitors, rather than adopting more innovative approaches like hiring from outside the industry or changing workforce composition.
• Image and Purpose: Despite efforts to rebuild the industry's image, FS organisations are still seen as less appealing compared to technology sectors. Young professionals often view tech as a more innovative and purpose-driven field.
• Workforce Data Deficiencies: FS firms are at risk due to a lack of workforce data analytics, which hinders their ability to anticipate future talent needs and create a compelling people experience.
• Talent Expectations: The new generation of employees values autonomy, work-life balance, and meaningful work. They are also more likely to seek contract or contingent work arrangements.

Key Priorities for Closing the Skills Gap

1. Reinforce Purpose: FS organisations need to reassert their role in communities and economies, focusing on trust-building and customer welfare.
2. Enhance Workforce Planning: Utilize data analytics to understand current and future talent needs. Evaluate existing staff to identify those with the right skills, those needing development, and those unlikely to fit future roles.
3. Adapt to Technology: Recognize that technology will augment, not replace, jobs. Prioritize training in using digital tools effectively and leveraging the time saved for higher-value tasks.
4. Embrace an Ecosystem Approach: Integrate contingent, contract, and joint venture talent into workforce strategies. This approach helps address talent shortages, manage costs, and access specialized skills.

Innovative Approaches

• Luxembourg Digital Skills Bridge: This initiative matches employees with training based on their current skills and future job potential. It involves one-on-one discussions with leaders to design personalized development plans, resulting in improved employee motivation and ROI.
• Singapore's Partnership Model: The government, educators, and businesses collaborate to create transformation maps for industries, including FS. These maps guide skills development and lifelong learning. Programs like SkillsFuture provide adaptable curricula and training opportunities for employees transitioning into new roles.

Strategy for a Cost-Competitive Talent Model

• Targeted Investment: Focus on investing in "good costs" — skills and capabilities that differentiate the business, enhance customer experience, and support innovation.
• Flexible Workforce Practices: Adopt a plug-and-play model using contingent and contract workers to access key talent and reduce fixed costs.
• Productivity Measurement: Implement systematic time tracking and productivity analysis to identify areas for improvement and drive efficiency.
• Platform Model: Leverage crowdsourcing and contingent talent to solve complex issues and reduce costs. PwC anticipates that gig economy employees could perform 15% to 20% of an institution's work within five years.

Authors and Contacts

• Singapore: Nicole Wakefield, ASEAN People and Organisation Practice Leader, PwC Australia
• United Kingdom: Chris Box, Iain McCluskey, Jon Terry, Ben Thornton, and Lekha Bhurtun
• United States: Julia Lamm, Bhushan Sethi, and Lara de Vido

This report underscores the need for a more strategic, data-driven, and innovative approach to talent management in the financial services sector to remain competitive and relevant in a rapidly evolving market.