Increasing talent shortages are holding back or even derailing growth plans within many financial services businesses. These talent constraints and their consequences are set to increase. Those businesses that are developing a well-informed and proactive approach to strategic workforce planning have an opportunity to gain a crucial competitive edge.
Chairman and CEO, Banco Bilbao Vizcaya Argentaria (BBVA) SA View profile
Our managers must be prepared to face changes, have an open, innovative attitude and must be prepared to keep learning continuously, every single day.
President and Chairman of the Management Board, JSC VTB Bank View profile
We see such skills as strategic vision, quality of decision making and high performance efficiency as absolutely vital for group strategic success.
President and CEO, Marsh & McLennan Companies Inc. View profile
Recognizing that the world is somewhat split down the middle between slow growth and rapid growth, you’d better be able to operate in both at the same time. You have to manage that difficult slow growth and then completely switch gears and go to high growth. You have to find ways of moving your resources—and for us it’s talent—from where it’s not being utilized to where it can be utilized.
F William McNabb
Chairman, President and CEO, The Vanguard Group Inc. View profile
We have a huge advantage over a lot of our competitors with our deep pool of general managers who can do many different things. They gives us flexibility to respond to new opportunities or to respond when something changes in a way we hadn’t anticipated.
CEO, Zurich Financial Services Group View profile
In life insurance and insurance as a whole, there is a potential shortage of actuaries, particularly life actuaries. As the experience of Basel II underlines, competition for key staff will escalate sharply as businesses move closer to the implementation wire, raising pay costs and heightening the potential disruption.