FinTech Magazine - August 2021 | Page 59

BANKING

With commentary from Broadridge and Clear Review , we determine how COVID-19 has changed HR and why intangible assets are giving banks a competitive edge

WRITTEN BY : WILL GIRLING

“ As this younger generation begins careers in financial services , they will redefine the inputs that shape the market ”

RICHARD STINGI CHIEF HUMAN RESOURCES OFFICER , BROADRIDGE FINANCIAL SOLUTIONS

Shifting generational attitudes , technological innovation , and the COVID-19 pandemic have come together to make human capital resource planning one of the most defining aspects of financial strategy , and this no less true in banking .

Now that an estimated 71 % of global customers are opting to use digital banking channels weekly and record numbers of physical branches are subsequently closing even as the pandemic begins to ease , it should come as no surprise that the way bank staff operate is changing too .
Remote working goes mainstream Nick Gallimore , Director of Talent Transformation at human capital management software firm Clear Review , clearly believes that this change won ’ t dissipate any time soon , “[ COVID-19 ] has proved that remote working is not only possible for the banking sector , but that , under the right circumstances , it can actually be more productive than traditional working models .” In fact , Gallimore suggests that banks ’ individual approaches to remote working will form an important point of competitive differentiation in the talent market . This is an opinion that appears to broadly conform with public opinion , which indicates a general preference for ‘ hybrid ’
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