Describes employment trends in banking and the three essential processes bankers should follow to ensure future risk management continuity in their banks.
The Talent Gap: Three Processes Bankers Must Embrace to Safeguard Risk Management Continuity
1. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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THE TALENT GAP:
THREE PROCESSES BANKERS
MUST EMBRACE TO SAFEGUARD
RISK MANAGEMENT CONTINUITY
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• U.S. banking has become more skills-
intensive.
• Geographical bank expansion and
intensified competition has prompted an
upgrade of skills.
• One in four of U.S. customer-facing retail
bank staff needs to be replaced annually.*
• “In recent years, all careers have seen an
escalation in the credentials needed to
succeed.”**
*Source: Deloitte
** HBR Blog Network: “The Skills Gap That’s Slowing Down Your Career”
TRENDS
3. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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Banks want
employees with
the skills and
experience to
perform
multiple job
functions
across many
risk areas.*
Credit
analysts and
experienced
relationship
officers are
in high
demand.*
52% percent
are worried
that their
bank is at
risk
of losing
talented
executives.**
60% percent
believe
that their
bank
needs to
cultivate
a broader
talent pool.**
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TRENDS (CONT.)
*The RMA Journal **North Western Financial Review survey
4. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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THREE PIVOTAL PROCESSES
1. Analyze the talent gaps.
2. Develop strategies to address
the gaps.
3. Rethink training.
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What? Where? Why?
What are the
talents gaps?
Where are the
talents gaps?
Why have the
gaps occurred?
FIRST: ANALYZE THE TALENT GAP
6. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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DETERMINE
Determine
the skills
your
company
needs.
ASSESS
Assess
existing talent
using
performance
appraisals,
benchmarking,
and testing.
IDENTIFY
Identify
employees
with
potential.
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WHAT ARE THE TALENT GAPS?
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WHERE ARE THE TALENT GAPS?
DepartmentsLines of
Business
Divisions
Identify talent gaps by:
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• Map out training as a part of an
ongoing career development
path and not just skills for the
initial job.
• Match training to business
needs.
SECOND: DEVELOP STRATEGIES TO
ADDRESS THE TALENT GAPS
10. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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OPTIMIZE YOUR TALENT STRATEGIES
Optimize your talent-
management strategies by
focusing on:
• Capabilities.
• Minimizing turnover
of the most skilled
managers.
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This approach lets you:
1. Assess the skills, work ethic, and character of
prospective workers.
2. Provide training tailored to specific needs.
OFFER INTERNSHIPS OR
COOPERATIVE DEGREE PROGRAMS
FOR COLLEGE GRADS
15. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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JOIN. ENGAGE. LEAD.
THIRD: RETHINK TRAINING
Make training a
strategic initiative.
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JOIN. ENGAGE. LEAD.
CHOOSE TRAINING THAT SUITS YOUR NEEDS
Education
providers—like
The Risk
Management
Association
(RMA)—offer a
range of training
types and levels.
Traditional
classroom
training
Online training
Combined
classroom and
online training
Certificate
programs
Certification
programs
Forums
Round tables
Conferences
Custom
solutions
Audio conferences
17. Enterprise Risk · Credit Risk · Market Risk · Operational Risk · Regulatory Compliance · Securities Lending
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Builds a stronger
risk culture.
Develops leadership and
more knowledgeable
talent pool.
Boosts
commitment to
career.
ADVOCATE CERTIFICATES
AND CERTIFICATION
Sets up continual
learning.
Business
benefits
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JOIN. ENGAGE. LEAD.
A generation of
credit
professionals is
poised to retire
soon. You
should address
replacing them
now.
Mentor existing
talent and
recruit new
talent with
commercial
banking career
development in
mind.
Train and rotate
talent through
critical jobs
before
promoting to
managerial level
jobs.
DEVELOP AND IMPLEMENT YOUR TALENT
REPLACEMENT STRATEGIES NOW.
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