Chapter 1
Make radical progress with diversity, equity and inclusion
To meet Gen Z standards of diversity and inclusion, banks must do more to dismantle old stereotypes.
As the most racially and ethnically diverse generation yet,3 it is perhaps little surprise that diversity, equity and inclusion (DE&I) is a critical consideration for Gen Z, who want their working environment to reflect their own identities.
It’s an old issue for financial services and, although significant strides have been made to remove stereotypes from the banking sector, there is still much to do. Underrepresentation of women is particularly acute in banking leadership roles, capital markets and private banking, where earning potential can be the greatest. For example, women occupy only 30% of top management seats at major US banks, and this figure is even lower at top European banks (25%),4 versus 42% in Asia.5
The inequality feeds into the sector’s gender pay gap, which has already been exacerbated by a range of possible factors. These include tougher negotiations on compensation by men at hiring stages, and unconscious bias in the performance management system, which has the potential to impact women’s ratings, bonuses and promotions.
Racial representation and ethnic diversity in global banking are even more problematic. For example, in the US only 16% of management, business and financial operations roles were held by people of color in 2021, according to the US Bureau of Labor Statistics.6
A damning 2021 review7 from the Bank of England Court, which governs the UK’s central bank, echoes this finding. Despite concerted efforts to recruit and nurture talent from more diverse backgrounds, it noted “material disparities between the collective lived experiences, career opportunities and outcomes of minority ethnic and white colleagues.”
For roles requiring more experience, the share of new hires with a minority background in 2019-20 was much lower than its share of applications, the review showed. These staff were also more likely to believe that opportunities to progress were not allocated fairly.
It is well documented that a lack of diversity in senior leadership and front-office functions leads to “group think,” hampers innovation and has significant implications for profitability. A report by Bank of America Global Research8 lends credence to this idea and suggests a lack of diversity within US companies is costing them trillions.
Chapter 2
Modernize antiquated jobs and notions of career opportunities
Banks need to modernize jobs and also support “episodic” careers with diverse options for progression.
The notion that Gen Z workers would sign up for one career for life, perhaps like their parents did, has been debunked. Instead, they are pursuing “episodic” careers that are rich and varied. Their job preferences and expectations have shifted dramatically since the pandemic – and they are not afraid to buck some norms to get what they want.
The next generation of workers want to experiment and try out a range of different roles, which will help them build as many skills as possible.
Millennials have a reputation for job-hopping,9 and it appears that their younger counterparts do too. About 80% of Gen Z workers in the UK are planning to move jobs in 2023,10 according to a LinkedIn survey, and research predicts that, on average, Gen Z will hold 18 jobs across six careers in their lifetimes.11
The views of Mika, 21, from Hungary, one of many people in this cohort we had conversations with, chimed in with this description: “I don’t want to work in a bank because that kind of work is monotonous to me – kind of boring. Sitting in one place almost all day and looking at a computer screen is not how I imagine myself,” she says.
Career mobility for Gen Z
18Average number of jobs held by Gen Z in their lifetime
Meanwhile, Jack, 20, from the US, says, “I would work at a bank to make a lot of money and use the experience to go elsewhere.”
In January 2022, the US Bureau of Labor Statistics12 painted a similar picture of a restless generation, with the median number of years that employees stay with their company dropping to 2.8 among workers aged 25‒34 and 1.2 for workers aged 20‒24, from 9.8 years among 55-64 year-olds.
Job longevity for employees under 30
1.2median number of years that employees aged 20-24 stay with their company
Job longevity for employees over 50
9.8median number of years that employees aged 55-64 stay with their company
Having the ability to provide an episodic career experience for talent is going to be an imperative for Gen Z, but some banks struggle to facilitate this type of mobile career experience outside of the intern ranks.
Questions for banks to consider:
- Can we provide an episodic career experience to our people?
- Do we incorporate career mobility into real-time development conversations?
- Do we have a clear job architecture in our bank?
- Do we know which skills we need to power the bank both today and tomorrow?
- Does our operating model reflect modern features and assumptions?
- Can we offer an exciting range of new-age jobs to Gen Z talent?
- Are we making the most of FinTech acquisitions in our broader talent strategy?
Chapter 3
Transform the learning experience
Gen Z expect modern learning models that are digitized, on-demand and snackable.
As the first cohort to have access to the Internet through their smartphones from an early age, Gen Z has had a profound learning advantage. The tools they use, the way they learn and how they interact at work are vastly different from that of their parents. In order to resonate with them in an increasingly cluttered digital landscape, banks need to offer a modern learning experience that cuts through the noise.
Professional development is high on the agenda for Gen Z, and many expect their employer to help them obtain industry-recognized certifications to bolster their employability elsewhere. Among all generational cohorts, the youngest workers (aged 18‒34) are most likely to value opportunities for career growth, learning and skill building, according to LinkedIn’s 2023 Workplace Learning Report.13
Digital training and development came to the fore during the pandemic and are more important than ever for banks that want to stay competitive and appeal to Gen Z talent. Giving Gen Z the opportunity to upskill and reskill will help them leverage technological advantages, as well as prepare them to engage in episodic careers and career experiments that rely upon employees’ having an expansive range of skills. Additionally, establishing a growth mindset and continuous learning environment will help to build an elastic workforce across the bank that can flex with the ebbs and flows of the business.
As children, Gen Z were taught through a combination of in-person experiences and digital platforms, such as podcasts, online classes and social media. Banks’ learning models should reflect this multi-modality experience. Short and sharp “learning moments” are another element of a modern learning environment and can help banks create a culture of continuous learning. Among other things, this can mean integrating learning in employees’ day-to-day activities, so that learning is “all around,” as opposed to boxing learning into structured programs and time slots. What this means, in practice, is that learning should be consumable to employees on demand – from the commute into work to waiting in line for a morning coffee.
Chapter 4
Become a tech and data magnet
Firms should make long-term investments in the employee experience to lure top tech and data talent.
Banks, for many years, have tried to reposition part of their businesses as tech firms as they transform the digital banking experience for customers. But competition for tech and data talent is fierce, and the sector has traditionally struggled to compete. Some Millennials who cut their teeth in the finance sector are being drawn to tech companies by the opportunity to work on groundbreaking and innovative projects, experience a dynamic corporate culture and, in some cases, receive significant equity packages.
Some transformation efforts are already stalling due to a dearth of job-ready digital talent. In a 2021 Gartner survey, IT executives cited talent shortages as the biggest barrier to the adoption of emerging technologies. Availability has tightened further since then, as firms scramble to keep up with evolving digital technologies.14
Big Tech and FinTech have bitten at the heels of the banks for the talent they have. Although recent labor events like technology sector layoffs provide some opportunity for financial services to pick up the slack, this will soon dissipate as market conditions change, unless the industry acts swiftly.
Furthermore, a significant percentage of workforce cuts in the global technology arena have been in supporting functions such as sales and recruitment, as opposed to core tech talent, where competition is greater. Those working in this space will have their pick of roles, despite the economic headwinds.
But it’s not all bad news. Gen Z, who are digital natives, present an emerging pool of tech talent for banks. The question, however, is: do they want to work at banks? Some of the individuals we spoke with certainly do. “I definitely want to work in a bank when I graduate. It is an appealing career because it is so relevant to current society – it’s constantly changing with the market and new technologies,” says Sarah, a US college senior.
It is impossible to speak for an entire generation without succumbing to stereotypes. However, the mixed responses we receive indicate the appeal of the banking sector to this kind of talent could be in question. There is time to respond, as some Gen Z talent are still in high school and have yet to make their entry-level career decisions. Now is the time to sharpen the banking narrative for this demographic, which has some natural potential to fill the bank technology roles of today and tomorrow, when paired with the right educational and on-the-job experiences.
Questions for banks to consider:
- Are we thinking creatively about how to source tech and data talent?
- Are we exploring a broad range of talent pools to identify candidates? (e.g., community groups, hub locations, diversity platforms)
- Can we offer innovative technology projects to our Gen Z technologists?
- Have we created a digital-talent experience for our technologists?
- How does our employment experience compare to those of Big Tech or FinTech firms?
Chapter 5
Build authentic purpose and drive social impact
Banks are a positive force for global change, but there is opportunity to sharpen this narrative.
Social media is amplifying the issues Gen Z care about and bringing activism into the mainstream and up the corporate agenda. They’re highly engaged and well informed about the issues that matter to them, particularly social justice and sustainability, and they want – and expect – an employer that shares their values. In fact, 93% of Gen Z say their decision to accept a job is affected by the company’s overall impact on society.16
Trust in the banking system has fallen considerably since the financial crisis of 2008, and recent economic turmoil, bank failures and market consolidation have reinforced public skepticism in the sector among this cohort. Dana, 20, from the US stating, “We are the ‘we’ and not ‘me’ generation — banking does not feel like that.”
The importance of driving social impact
93%of Gen Z say their decision to accept a job is is affected by the company’s societal impact
Members of Gen Z came of age in the aftermath of this financial crisis and, more than 10 years on, many are still wary of the financial sector. Young people trust FinTech firms with their money more than they trust traditional banks (37% versus 33%)17 and in Asia-Pacific, more than half of consumers now trust big tech firms to fulfill banking services more than a traditional bank.18
This battle for trust has created opportunities for FinTech firms, which are formidable competitors for both business and talent. Nevertheless, banks remain a powerful force for good across a range of global issues, such as the climate crisis and social inequality. This narrative could be better understood in the talent market.
Take, for example, the Paycheck Protection Program (PPP) in the US, which helped to provide economic stability to local communities in the most uncertain periods of COVID-19. This is just one example among other important work going on across the sector that is making a meaningful social impact. However, these headlines may attract less attention than the negative ones — the bank failures, the regulatory issues and so on.
Banks play a critical role in helping to improve the wealth of underprivileged communities and increasing economic mobility via financial inclusion programs, for example. This includes providing financing to unbanked countries, communities and individuals, as well as expanding access to financial services to customers who identify as under-represented minorities, such as women and some ethnic groups.
Addressing climate change could be another strong talking point for banks when engaging Gen Z. Banks are creating some positive momentum around this issue via their climate risk and sustainable-financing programs.
Sharpening the narrative around purpose and social impact is particularly important for banks appealing to Gen Z talent, as this cohort typically gravitates toward organizations they view as authentic or trustworthy. Our own research tells us that almost two-thirds (63%) of Gen Z feel it is very or extremely important to work for an employer that shares their values.19
As important as it is for banks to be a positive force in a range of global topics, such as addressing the climate crisis or aiding social equality, it is equally as important that this narrative is articulated and well-understood in the talent market.
Questions for banks to consider:
Chapter 6
Energize the culture with wellness, flexibility and transparency
The employee experience should mirror Gen Z’s expectations – flexible and data-driven.
The world of work has transformed over the last three years and employee flexibility has been one seismic change. Like many workers, Gen Z have enjoyed the time and money saved on commuting, the ability to work more flexible hours, and the health benefits that hybrid work has yielded. They are not returning to pre-pandemic practices in a hurry.
The Great Resignation — a pattern of people quitting their jobs to find new roles — emerged as the economy improved in 2022, but, a year on, the balance has tipped again. Employees have seen a wave of mass layoffs globally across a variety of sectors20 and multiple recession warnings,21 while inflationary pressures are rocking employers’ recruitment and retention strategies.
That being said, flexible work arrangements are non-negotiable for today’s workers,22 and many would forego pay and other benefits in favor of flexibility. This can include features like hybrid working models, out-of-country work models, flexible hours, leave policies, family and wellness benefits and sabbatical programs. Some banks have reported that they find it hard to get a second interview without offering some commitment to flexibility.
Although flexible working arrangements have improved work-life balance for many employees, for some it has increased the intensity of their day. Research on home-working patterns23 describes the rise of a “third productivity peak,” where work hours are extending beyond the pre-pandemic 9-5, and sending emails is the most frequent activity during after-hours work.
This is reflected in rising anxiety and depression levels, which were 25% higher globally in the first year of the COVID-19 pandemic, according to research by the World Health Organization (WHO).24
Extended working days, health anxieties and economic turmoil have all contributed to the growing trend of “quiet quitting” in 2022 — a term to describe employees putting in the minimal effort possible to get through the working day.
Although the idea of “coasting” or “checking out” of a job is nothing new, the term has resonated with younger workers such as Gen Z who are (in some cases) prioritizing wellness over their careers.
This cohort is also considerably more open to discussing their mental health concerns than were prior generations, according to the American Psychological Association.25 This represents an opportunity for banks, which can help employees manage stress through wellness programs across a number of categories. An example is financial wellness; people need to be financially comfortable in order to be productive at work. If they are worried about where their next paycheck will come from or how they're going to pay off their student debt, there’s risk of distraction from their role.
Questions for banks to consider:
- Do we have our own definition of flexibility?
- Do we prioritize wellness across all domains: physical, mental and financial?
- Can we describe our culture – does it need a reboot?
- Can we provide radical transparency to our people about their careers?
- How clear is our job architecture?
- Do we help Gen Z talent connect with the existing workforce?
A defining moment for banking
Banking could be the sector of choice for Gen Z with the right innovations to its talent experience. Tying all the concepts discussed in this report together as part of an integrated strategy with a holistic talent outcome in mind will have a meaningful impact. While many banks are implementing distinct recommendations of this discussion, addressing these concepts in silos will only limit their impact.
While the discussion in this report highlights key opportunities for boosting the appeal of the banking sector to Gen Z, we must acknowledge that talent is not homogeneous. The global banking workforce comprises millions of unique individuals, all with their own wants and needs from their employers.
It is true that, in some front-office roles in particular, the prestige of Wall Street will stand the test of time, and bright young business graduates will vie for investment banking jobs, even when bonuses are down and workloads are up. Yet, a bank relies on an entire ecosystem of other workers to operate — many of whom do not work in the glamorous roles of the front office. And the truth is that many of these workers, like technologists, risk managers, customer service staff and more, have skills transferrable into other industries.
It may also be true that Gen Z talent holds a set of employment expectations today that may be unrealistic — and that will soften once the realities of a pending recession or time in the workforce set in. However, without a robust pipeline of Gen Z talent choosing to take up banking roles at entry or early-career level, the sustainability of the global banking system could be at risk.
The story is not bleak. Exciting disruption abounds across the sector, including the emergence of next-generation jobs and opportunities to make a powerful social impact. By seizing these and other opportunities as an integral element of the banking talent proposition, banking could be a global sector of choice for the next generation of workers. This is crucial to the ongoing innovation and resilience of banking, and to the prosperity of our local communities and global economy.
Summary
With the right innovations to its talent experience, the banking sector is poised to become the industry of choice for Gen Z. This could be a defining moment for banks: a chance to reshape the employee value proposition and guarantee the talent pipeline for years to come. It’s also an exciting opportunity for Gen Z, who have much to gain from this rapidly evolving sector as it undergoes a digital transformation. It’s time for leaders to rise to the challenge, shift the narrative and show Gen Z just how compelling a career in banking can be.
