BANKING
It should be noted that all of these statistics were higher than the US average . Therefore , it appears that a bank ’ s future success is becoming increasingly grounded in the richness of its intangible assets ( culture , values , goals , strategy , employee engagement , etc .) Both Gallimore and Stingi consider this expansion of employee consciousness in finance to be an unequivocally good thing . “ As this younger generation begins careers in financial services , they will redefine the inputs that shape the market ,” says Stingi . “ The next generation will also change what the future of work itself looks like in financial services . They are looking for flexibility and are taking advantage of this unique moment in time to do so .” As such , post-COVID banks are likely to emerge as brands more focused on social issues and employee well-being . In this new arena , individual corporate approaches will form the basis of value propositions for both new and existing employees .
Looking ahead to 2022 and beyond , Gallimore warns of the high levels of “ attrition debt ” built up in a job market blighted by pandemic-related uncertainty . “ As that confidence begins to return , and as businesses show their hands on hybrid working moving forwards , I expect a significant amount of employee turnover .” At that moment of reckoning , he argues , the importance of company culture will be thrown into
“ Under the right circumstances , [ remote working ] can actually be more productive than traditional working models ”
NICK GALLIMORE DIRECTOR OF TALENT TRANSFORMATION , CLEAR REVIEW
64 August 2021