Getting It Right
With Digital Talent

The brain drain

Recent US graduates want a personalized career experience. They want interesting and meaningful work that ignites their passions. And they want an open and engaging culture. For most new hires, investment banks—particularly the large ones—just don’t tick those boxes.

It’s not just young professionals who are staying away. Older workers seem to be tired of toiling in an industry that is losing money and operating under increasingly tighter regulatory restrictions. For these professionals, the lack of investment banking’s innovation potential is a major reason they are seeking opportunities elsewhere.¹

Only 7 percent of US graduates saw banking and capital markets as a top industry to work for.

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Human and machine

Digital technologies are poised to change the way investment banks’ workforces operate. With the advent of advanced analytics, automation, cognitive computing and robotics, the future workforce of investment banking might not comprise human or machine. Rather, it could be made up of both.

Banks could embrace both humans and machines as critical “co-workers.” And they might play to the strengths of both. That translates into new opportunities to create new roles or change existing ones, monitor worker engagement and satisfaction, and improve the overall work experience.

82 percent of employees indicate they expect digital to transform their work in the next three years.

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Enriching work. Engaging workers.

In addition to automating routine work processes, machines could improve banks’ decision-making, emotional intelligence and relationships. And they could enhance skills that are inherently human such as “people skills,” innovation, empathy, judgment and complex problem solving.

Banks could embrace both humans and machines as critical “co-workers.” And they might play to the strengths of both. That translates into new opportunities to create new roles or change existing ones, monitor worker engagement and satisfaction, and improve the overall work experience.

For workers to embrace machines as co-workers, they need to first trust the advice of intelligent systems.

Managers we surveyed indicated three things would close the trust gap: Understanding how the system works (60 percent); ensuring the system has a field tested track record (55 percent); and using a system that explains its logic (49 percent).

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