WRAP-UP

EMERGING TRENDS IN FINANCIAL SERVICES INDUSTRY AND THEIR IMPACT ON THE WORKFORCE

31 MARCH 2016

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THE WORLD IS CHANGING…

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Glocalization 2.0International competition is growing and becoming even more diversified with a higher risk

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

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THE WORLD IS CHANGING…

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Environmental CrisisScarcity of natural resources leads to challenges in corporate branding and supply chain management

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

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THE WORLD IS CHANGING…

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Individualization & Value pluralismCustomers and employees expect attention to their individual needs, dismissing the concept of loyalty.

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

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THE WORLD IS CHANGING…

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The Digitization EraHigher access to smart technology changes global residential behaviour as well as business operation and big data analytic

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

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THE WORLD IS CHANGING…

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Demographic changeGlobal workforce paradigm is shifting rapidly with expected proportion of 25% in 2016

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

Note: Graphic sourced from Thaipublica, NESDB

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THE WORLD IS CHANGING…

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Technological convergenceNanotechnology and biotechnology merge, creating a massive wave of technological advances.

Steering your organization through the perfect storm

SIX MEGATRENDS YOU NEED TO UNDERSTAND

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WHAT HAS IMPACTED FINANCIAL SERVICES,

MOST?

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DIGITALIZATION IS FORCING BANKS TO UNDERGO THE MOST EXTENSIVE TRANSFORMATION IN THEIR HISTORY

Branches

Major channel to serve customers

Mobile/Online banking

Expantion of channels to attract customers and compete with newcomers

Digital wallet / Social media

banking

Moving to social media to „anchor“loyalty

Leveraging data and points of contact to anticipate needs and create relevant value

The term 'digital' is the core of a transition and getting digital banking right is a matter of life and death for banks today

NextNow

Near Field Communication

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FOCUS IN BANKING SECTOR: RETHINKING BANKING SERVICES FROM A PUSH TO A PULLMODEL

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Customer

Product

Regulator

Customer

Technology Technology

…before …now

Product

Regulator

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IMPLICATIONS ON CHANGE OF ORGANIZATION AND HUMAN CAPITAL IN FINANCIAL SERVICES INDUSTRY

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“Banking is no longer

somewhere that you go,

it’s something that you do”

Mindset change Organizational change

Cultural and behavioral change

Changing roles and jobs

Changing people profile

Demand for new leadership

style

Changing recruitment philosophy

Changing T&D philosophy

Note: The first edition of BANK 2.0--#1 on Amazon's bestseller list for banking and finance in the US, UK, Germany, France, and Japan for over 18 months

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WHAT KEEPS FS CEOAWAKE AT NIGHT? How to manage balance between

legacy clients and “new” customer?

Who and how to serve both?

How to keep competitive in terms of product range?

Do we still need so many branch network as digitalization?

Do they have right skillset for current and future to serve both?

How to Ensure security to manage unpredictable and uncontrollable risks?

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IF BSC IS THE WAY TO CLARIFY STRATEGY,

SWP IS THE WAY TO TRANSLATE ITS

STRATEGY TO REAL EXECUTION

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THE 5 RIGHTSRIGHT SIZE

The required number of people for the jobs that are

needed to achieve the strategic goals efficiently

and effectively

RIGHT SHAPE

The right composition of workforce, in terms of

structure and purpose, in –and outsourcing, as well as

the appropriate diversity mix

Clarity about the capabilities that are necessary and pivotal to bridge current gaps and meet future goals

RIGHT SKILLS

Availability of people with the right capabilities at the right locations, ensuring critical mass, to meet changing requirements RIGHT SITE

RIGHT SPEND

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CASE STUDY: RETAIL BANKING

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“DYNAPLAN COMBINES CONSISTENT METHODOLOGY WITH A POWERFUL PLANNING TOOL AND A STRONG CUSTOMER FOCUS. AS A RESULT, THERE IS A CLEAR ADDED VALUE TO STRATEGIC WORKFORCE PLANNING, AND HR IS STRENGTHENED AS A BUSINESS PARTNER.”

Frank VonderlindLeiter HR Strategy & Research

Commerzbank

“THANKS TO SIMULATION WE ACHIEVE CLEAR AND JOINTLY BACKED ASSESSMENTS OF BUSINESS SCENARIOS.”

Armin GläserHR Management Information Services

Deutsche Bank AG

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DEFINE CRITICAL ROLES – ensuring which positions are critical to help you win the battle

DEFINE CRITICAL SKILLS & KNOWLEDGE NEEDED –ensuring your people capable enough to win the battle

DEFINE RIGHT SHAPE – ensuring right people structure that flexible to adapt for competing in the battle

HELP & HIRE WORKFORCE – ensuring sustainable demand and supply of workforce

DEFINE OPTIMAL HR COSTS – ensuring you have high productivity HR cost for competing in the battle

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http://www.haygroup.com/en/your-challenges/strategic-workforce-planning/

THANK YOUFOR MORE INFORMATION PLEASE CONTACT.HAY GROUP LTD.18TH FLOOR UNIT 3, Q. HOUSE LUMPINI,1 SOUTH SATHORN ROAD, THUNG MAHAMEK,SATHORN, BANGKOK 10120, THAILANDTEL: (02) 677-7515

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