BANKING
( i . e . a set number of days both in and out of the office ) working structures moving forwards .
Previously , structuring bank workers in this way was undesirable for businesses , particularly in an environment that both prioritised face-to-face engagement and lacked mature digital platforms to make it feasible . According to Richard Stingi , Chief Human Resources Officer at Broadridge Financial Solutions , recent events (“ like nothing in modern business history ”) have upended this paradigm . Focusing particularly on the hiring and talent acquisition aspect , he highlights three notable benefits :
• A more streamlined interview process using video conferencing applications that eliminated the necessity for travel or “ ducking out of the office ”
• The dissolution of geographic boundaries when sourcing talent
• A new ‘ connected workplace ’ mentality that emphasises flexibility and employee satisfaction
“ The businesses that will thrive in the post-pandemic era are those who focus on hiring people based on the true predictors of success : cognitive ability , soft skills , value , and behavioural fit ”
NICK GALLIMORE DIRECTOR OF TALENT TRANSFORMATION , CLEAR REVIEW
Culture and the war on talent At the same time , a rise in the desire for staff composition to reflect a bank ’ s cultural values , particularly diversity and inclusion , also indicates that there is a tangible business case for changing the status quo . “ Greater diversity within organisations leads to greater innovation , higher quality outputs , and ultimately better financial results ,” states Stingi . “ The sooner companies rewrite the rules about where they recruit from , how they bring talent into the fold , and how they retain that talent , the sooner we will achieve greater workplace diversity as an industry .” Gallimore generally agrees but also goes one step further : banks ’ focus on these issues ultimately stems from society ’ s own concern ; if they do not accommodate modern values , they face