who am I
Generation why?
Attracting the bankers of the future
The Deloitte Talent in Banking Survey 2013
Contents
Foreword
1
Executive summary
2
Introduction and methodology
3
Weathering the storm: The popularity of working in banking
4
What tomorrow’s bankers want: Learning and earning
6
Worth waiting for: Banking-oriented students’ career goals
10
Room to improve: What banking-oriented students don’t expect from a job in banking
12
A local challenge for global banks
14
Is investment banking different?
16
Conclusion
17
Contacts
18
The findings of this report are based on data gathered and produced in collaboration with Universum. Universum is an international organisation that has been working in the field of employer branding since 1988. Universum delivers a full range of services in research, strategic consulting and communication solutions that enable employers to better understand, attract and retain talent. For more information, please visit www.universumglobal.com.
Foreword
For bankers, managing the aftermath of the financial crisis must have often felt like a war of attrition, with battles won swiftly followed by new and tougher challenges. Few top bankers would dare claim that the industry is ‘fixed’. However, many are beginning to turn their eyes to the future. What’s the destination? What sort of culture do they aspire to? And, fundamentally, what does that mean for the management of bank employees? Given regulatory pressure, a swath of recent scandals and evolving social attitudes towards the industry, bankers recognise that their talent strategy, from recruitment through performance management and compensation, must change. In particular, many are focusing on their graduate hires who will be the culture-carriers of the banks of the future.
In discussing these issues with senior executives at leading institutions, several key questions
Attracting the bankers of the future
The Deloitte Talent in Banking Survey 2013
Contents
Foreword
1
Executive summary
2
Introduction and methodology
3
Weathering the storm: The popularity of working in banking
4
What tomorrow’s bankers want: Learning and earning
6
Worth waiting for: Banking-oriented students’ career goals
10
Room to improve: What banking-oriented students don’t expect from a job in banking
12
A local challenge for global banks
14
Is investment banking different?
16
Conclusion
17
Contacts
18
The findings of this report are based on data gathered and produced in collaboration with Universum. Universum is an international organisation that has been working in the field of employer branding since 1988. Universum delivers a full range of services in research, strategic consulting and communication solutions that enable employers to better understand, attract and retain talent. For more information, please visit www.universumglobal.com.
Foreword
For bankers, managing the aftermath of the financial crisis must have often felt like a war of attrition, with battles won swiftly followed by new and tougher challenges. Few top bankers would dare claim that the industry is ‘fixed’. However, many are beginning to turn their eyes to the future. What’s the destination? What sort of culture do they aspire to? And, fundamentally, what does that mean for the management of bank employees? Given regulatory pressure, a swath of recent scandals and evolving social attitudes towards the industry, bankers recognise that their talent strategy, from recruitment through performance management and compensation, must change. In particular, many are focusing on their graduate hires who will be the culture-carriers of the banks of the future.
In discussing these issues with senior executives at leading institutions, several key questions