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THEWORKFORCEOFTHEFUTURE:
Navigatingtheskillsdisruption
2
CONTENTS
INTRODUCTION3
FOURGLOBALMEGATRENDS
SHAPINGTHETALENTSEARCH4
WHATDOESSUPPLYAND
DEMANDLOOKLIKEIN2024?5
INDUSTRYSPOTLIGHTS:
TECHNOLOGY8
ENGINEERING15
BANKING,FINANCIALSERVICESANDINSURANCE(BFSI)22
MANUFACTURING29
LIFESCIENCES36HOWHAYSCANHELPYOU43
METHODOLOGYFORACQUIRING
ANDANALYSINGTHEDATA44
INTRODUCTION
Talentshortageshavebeencausingcross-industrydisruptionforyears.Withorganisationsunabletoleveragekeyskills,productivitylevelsplateau,opportunitiesforinnovationaremissedandlong-termgrowthisimpacted.
So,howdowetakeactiontotacklethesupply-demandgapandgiveyouthecriticalinsightsnecessarytoaccessthe
talentyouneed?
Thisreportdivesintoavast,globaldatasetof2024joblistingsandcandidateprofiles.Inanefforttotrulyunderstandand
interrogatethesupply-demandgapanddeducethenextstepsforyourorganisation,we’lloutlinekeyinsightsforfive‘resilient’industries.
We’veselectedtheseindustriesbasedonhowthey’readaptingtorapiddigitaltransformation.Theyallhaveaglobalpresence,astronghiringintentandexcitingopportunitiesforgrowth–providingtheycangetthebesttalentonboard.
Focusingontechnology,engineering,banking,financialservicesandinsurance(BFSI),manufacturingand
lifesciences,thisreportwillapplyagloballens.We’lllookatthemost-in-demandjobsbyindustryandoutlinethetoptalentnetworksacrosstheworld.We’llidentifythelocationswiththemostprevalenttalentdeficitsandexploretheemergingtalentnetworksthatcouldsupportyourorganisation’sfuturegoals.
Thisreportdivesintoavast,globaldatasetof2024joblistingsandcandidateprofiles.
3
FOURGLOBALMEGATRENDS
SHAPINGTHETALENTSEARCH
Lookingattheglobalpicture,therearefourmacrochallengesthatuniteourfiveresilientindustries.Aswetalkyouthroughthedata,we’lloutlinehowadjustmentstoyourtalentstrategywillhelpyouovercomethesechallenges.
RESHAPINGWORKFLOWSTO
ALIGNWITHINDUSTRY-DEFINING
DIGITALTRANSFORMATION
?Predictingandpipeliningfortheskillsneededoverthenext·10years.
?Upskillingtheexistingworkforcetoleverageautomation,artificialintelligence(AI)and
machinelearning(ML).
FIGHTINGFORTHESAMEHIGHLYSKILLEDTALENT,INTHESAMENETWORKS
?
Payingapremiumforin-demandskills.
?
Strugglingtoretainandre-engagehighperformers.
MEETINGTHEEVOLVINGEXPECTATIONSOFWORK
?Findingandutilisingtherighttalent,forrightwork,intherightlocation.
?Leveragingestablishedandemergingtalentnetworksacrosstheglobe.
the
ADAPTINGTOTHECHANGINGWORKFORCEMODEL
?Developingeffectiveenvironmental,socialandgovernance(ESG)anddiversity,equityandinclusion(DE&I)initiatives.
?Offeringflexibleworkingopportunities.
4
WHATDOESSUPPLYAND
DEMANDLOOKLIKEIN2024?
Globalsupplyanddemand*
57M
peopleworkingintechnology
853k
openjobsadvertisedintechnology
112M
peopleworkinginengineering
877k
openjobsadvertisedinengineering
46M
peopleworkinginBFSI
843k
openjobsadvertisedinBFSI
<>
27M
peopleworkinginmanufacturing
620k
openjobsadvertisedinmanufacturing
5M
peopleworkinginlifesciences
80k
openjobsadvertisedinlifesciences
Whattheseglobalfiguresshowisthatacrossallfive
industries,thereisasignificantsupply.Ifthistalentwasredistributed,itcouldstarttoclosethesupply-demandgap.Butofcourse,it'snotquitethatsimple.
Therearenumerousfactorstoconsider.Forinstance,
our‘supply’dataincludesprofessionalswhoarecurrentlyemployed.Nottomentionthatmost–ifnotall–oftoday’sroleswilldemandacertainlevelofdigitalliteracy.For
somemoreseniortalent,thiscouldbechallenging,frombothachangemanagementandanabilityperspective.
Similarly,morejuniortalentisn’tlikelytohavethesame
breadthanddepthofknowledgeastheirpredecessors.It’saboutfindingcandidates,withtherightskillset,intherightplace,tomatchtheworkthatneedstobedone.
Byimplementingaglobaltalentstrategy,you’ll
dramaticallyboostyourchancesoffindingthatfit.You’llgainaccesstoabroaderpoolofhighlyskilledcandidates.You’llstarttoconsidernetworksthathavepreviouslybeenoverlooked–andassuch,couldevensourcemorecost-competitivetalent.
*Figuresareroundedupordownasappropriate.
Ofcourse,leveragingaglobalnetworkoftalentisn’teasyorrisk-free.Itwillrequireresearchintothe
taximplicationsandcross-borderlegalities.You’llneedtoconsiderthebridgingofregion-specificqualifications,languagebarriersandeventhe
culturalnuances.Butultimately,itwillbeworthittoplugthetalentdeficits.AndHayscanhelp.
Fromdeterminingwhenit’sbesttosource
permanentemployeesorleveragecontingent
workers,tofindingtherightbalanceofjunior,mid-careerandmoreexperiencedworkers,youneedtoblendfreshperspectiveswithlegacyknowledge.Gainingaccesstospecialistskillswillbreed
innovation,adaptability–andcrucially,growth.
5
WHATCANWELEARNFROMTHE
GLOBAL,CROSS-INDUSTRYDATA?
USAandChina
dominatethetopofthecharts
acrossallfiveindustries,forbothsupplyanddemand.
IndiaandColombia
emergeasthemostcost-competitivetalentnetworksinallfiveindustries.
Aroundhalfofthe
globalworkforcehas
over8years
ofexperience.
Engineeringcurrentlyhasthehighestvolumeoftalent,withanaverageof
21
industryprofessionals
perrole,acrosstheglobe.
RomaniaandHungary
arebothcost-effectivecountriesforEuropeantalentinallfiveindustries.
6
WHATCANWELEARNFROMTHE
GLOBAL,CROSS-INDUSTRYDATA?...CONTINUED
Acrossallfiveindustries,ourdatashowsthatroughlya
quarterofeachindustry’sglobalworkforcehas0-3yearsofexperience,andanotherquarterhas4-7yearsofexperience.Theremaining50%hasovereightyears’experience.In
principle,thissplitshoulddelivertheagilityrequiredtoflextoevolvingchallenges–butthat’stheglobaloutlook.
Whenwedrillintoourdata,you’llnoticethat,formany
countries,asignificantproportionoftheirworkforceshaveovereightyearsofexperience–someupwardsof75%.
Thisshouldbeseenasanearlywarningsign.Withoutastrongpipelineofemergingtalent,anetwork’svaluehasanexpirydate.
Whereandhowwilltheworkgetdone?Willyoumovetheworkortheworker?Aconsideredlocationstrategywillbeakey
componentinhelpingyourorganisationrealisethepotentialofglobaltalent.Afterall,organisationsrarelyhavetheresource,timeordesiretoconductaworldwidesearchforskills.You
needastrategythathelpsyoudeterminewherecertainskills'sit'andatwhatcost.Iftheyoperateinareaswhereyoudon’thaveaphysicalpresence,you’llalsoneedtoassessthe
viabilityofgrowingintheseregions.
Tostreamlinethisprocess,we’lloutlinewhichcountries
havethemostrobusttalentprofiles.We'llalsoexplorewhich
networksarelikelytobethemostcost-competitiveand
considerthepracticalitiesofforgingbusinessrelationshipswiththesecountries.Bysharingactionableadvice,we’llshowyouhowtoleverageourinsightstodetermineyourfutureplans.
Let’sstartdevelopingyour
globaltalentstrategy,together.
Youneedastrategythathelpsyoudeterminewherecertainskills'sit'andat
whatcost.
7
THETECHNOLOGY
INDUSTRYSPOTLIGHT
8
TECHNOLOGY
HAYS’CURATEDTOP10
In-demandandemergingroles
01
02
03
04
05
06
07
08
09
10
Project/ProgrammeManagerSoftwareEngineer
SystemsEngineer(includingembeddedsystems)DevOpsEngineer
DataAnalyst/Scientist
SystemsandSolutionsArchitectInformationSecuritySpecialistBusinessAnalyst
CloudSystemArchitect/SpecialistAccount/SalesManager
Withthebusinessdemandforsystemstobemoreeffectiveandmoreefficient,engineers–ofallspecialisms–willcontinuetobevaluable
assetstomanyorganisations’techfunctions.We’realsoseeingahighvolumeofrolesininformationsecurity.Interestingly,whatwe’reyet
toseetranslateintohighdemandareAI-specificroles.Instead,thisis
formingelementsofexistingspecifications.We’reanticipatingthatasAIrequirementsbecomemorecomprehensiveanddefinedtheseroleswillemergeinfarhighernumbers.ProjectManagerswillalwaysbehighuponthelist–weseethisasan'evergreen'hiringrequirement.Similarly,AccountandSalesManagers,withanoftenharder-to-definesetof
desiredskills,canbechallengingtosource,butcertainlyremainacriticalroleintheindustry.
So,whatareyourbestoffshoringandoutsourcingopportunities?Ofthelist,softwaredevelopment/engineering,cloudanddatascienceskills.
Justoutsideofthislist,testingisanotherhighlysought-afterrequirementthatcouldbeleveragedwithaglobaltalentstrategy.
ScottCameron
GlobalHeadofServiceDelivery,EnterpriseSolutionsatHays
TOPTALENTNETWORKS*
TECHNOLOGY
TALENTNETWORKS
01US
02China
03India
04Germany
05Brazil
*Basedonsupplycount.
MOSTPREVALENTTALENTDEFICITS*
01NewZealand
02Canada|Portugal
03UK
04Australia|Chile
05Ireland|NetherlandsPoland|Switzerland
*Basedonfewestindustry
professionalsavailableperrole.
TOPEMERGING
TALENTNETWORKS*
01Colombia
02Malaysia
03HongKong
04India|Singapore
05Poland
*Basedonlargestproportionof
professionalswith0-3yearsofexperience.
10
TECHNOLOGY
TALENTNETWORKS...CONTINUED
Thetopfivetalentnetworksfortechnologyareunlikely
tocauseshockwaves,withlongestablishedtalenthubs
inSiliconValleyandBerlincontributingtotheirsustained
success.However,whatisinterestingishowmanycountriessharethetopspotsfortalentdeficits.These10countries
havebetweenjustoneandsixprofessionalsworkingintheindustryperopenrole.
Encouragingly,therearesignsthatsomeofthesedeficitsarebeingaddressed,withPolandfeaturinginthetopfiveemergingtalentnetworkstoo.
Infact,Polandisoftencitedasacountryboastingmoreskillsandsimplerroutestocross-bordertrade.ThankstoitsplaceintheEuropeanUnion,itshighvolumeofSTEMgraduates,
itsproximitytoothertalenthubsanditshealthyinvestmentsfromindustrygiantsandgovernmentalike,thisisatalent
networkthatshouldremainfirmlyonyourradar.Butasitsvaluecontinuestoberecognisedglobally,itisn'tascostcompetitiveasitoncewas.
TheanomalyinourtechnologydatasetistheNetherlands,wherejust7%oftalenthas0-3years’experienceand78%hasovereightyearsofexperience.Thismaygosomewaytoexplainwhyitsaveragesalaryis$52,090–significantlyhigherthantheglobalaverageof$42,599.Evidentlya
suitablenetworkforspecialist,seniortalent,ifyou’re
planningtoleverageDutchworkers,youshouldconsider
complementingthiswithjuniortalentfromanotherlocationinordertooffsetthecost.
These10countrieshavebetweenjustoneandsixprofessionalsworkingintheindustryperopenrole.
TOPTALENTNETWORKS*
01US
02China
03India
04Germany
05Brazil
*Basedonsupplycount.
MOSTPREVALENTTALENTDEFICITS*
01NewZealand
02Canada|Portugal
03UK
04Australia|Chile
05Ireland|NetherlandsPoland|Switzerland
*Basedonfewestindustry
professionalsavailableperrole.
TOPEMERGING
TALENTNETWORKS*
01Colombia
02Malaysia
03HongKong
04India|Singapore
05Poland
*Basedonlargestproportionof
professionalswith0-3yearsofexperience.
11
TECHNOLOGY
THEMOSTCOST-EFFECTIVETALENTNETWORKS*
40%
53%
53%
Mexico
$19,624
●
22%
28%
India
$9,309
25%
33%
Romania
$14,260
55%
42%
Hungary
$20,048
22%
35%
0-3yearsofexperience4-7yearsofexperience8+yearsofexperience
23%
23%
Malaysia
$22,048
*Basedonthelowestaveragesalaries,cross-referencedagainsttheirexperiencesplits.
23%
24%
So,whereshouldyoubefocusingyoursearchfortalent?Whichcountriescanoffermorerobusttalentprofilesandarecost-competitive?
Ifyou’replanningtooffshoreelements,orindeedentirefunctions,timeandresourcewillneedtobeinvestedtoensureyouarelegallycompliant.Youmightevenwanttoestablishaphysicalpresenceinyourpreferredtalentnetworks.Assuch,it’slogicaltofocusonlocations
whereyoucanbuildlong-termrelationships.
Balancingcostandexperience,themostresilient
locationsthatemergeareIndia,Romania,Mexico,
Hungary,andMalaysia.Interestingly,Franceoffersa
similarexperiencesplittothesetopfive,butitcomesatapremium.Theaveragesalaryfortechtalenthereis$40,562,meaningsomerolescouldseeyoupaydoubleforkeyskills,whencomparedtolocationslikeHungary.
12
TECHNOLOGY
THEMOSTCOST-EFFECTIVETALENTNETWORKS...CONTINUED
With60%oftheworkforceinCzechRepublichavingover
eightyearsofexperienceandanaveragesalaryof$27,777,it'saseriouscontenderforcost-competitive,seniortalent.However,whenlookingtothelong-term,it’simportantto
considerthefutureavailabilityofskills.Withjust16%of
workershaving0-3yearsofexperience,you’llneedtothinkabouteitherestablishingaconnectionwithanotherlocationorbuildingrelationshipswithlocaleducationalinstitutestonurtureearlycareerstalent.
Indisputably,Indiaisoneofthestrongestcontendersfortechtalent,bothintermsofitstalentprofilethatspansallexperiencelevels,anditsaveragesalaryof$9,309.Widelyrecognisedforthis,it’scertainlyapopularlocation.
However,seenmoreasanemergingnetwork,withan
averagesalaryof$13,723,Colombiaisthesecondmostcost-competitivenetworkfortechtalentinourdatasetandcouldalsoofferafruitfulsolutiontoyourskillsshortages.
Culturallyconsideredasanentrepreneurialnetwork,it’s
recognisedthedemandandisclearlyworkinghardtomeet
it,with56%ofitstalenthaving0-3yearsofexperience.
EstablishinganearlyrelationshipwithColombiacouldputyouaheadofyourcompetitors.Withtherightinvestment,it’ssettobeafuturepowerhouseoftechtalent.
Establishinganearly
relationshipwithColombiacouldputyouaheadof
yourcompetitors.Withtherightinvestment,it’ssettobeafuturepowerhouseoftechtalent.
13
TECHNOLOGY
YOURNEXTSTEPS
Reviewyourbusinessobjectivesandprojectpipelinetofindtherightpeopleforthework.Prioritiseskills-basedhiring.Recognisetheneedfornicheskillsandtheopportunities
offshoringbringsinsourcingthislimitedtalent.
STEP
01
Refineyourvalueproposition.Keeptherecenthire-and-firecyclesfrontofmind.Talentislikelytoseeacareermoveashigh-risk.Givethemclearandcompellingreasonstotrustandchooseyourorganisation.
Takeownershipofthesupply-demandgapchallenge.Becomeatalentcreatoraswellasaconsumer
byimplementingHire-Train-Deployandinternalupskillinginitiatives.
STEP
02
STEP
03
w
14
拿
THEENGINEERING
INDUSTRYSPOTLIGHT
15
ENGINEERING
HAYS’CURATEDTOP10
In-demandandemergingroles
01
02
03
04
05
06
07
08
09
10
AutomationEngineer
EmbeddedSoftwareEngineer
ElectronicEngineerChemicalEngineerReliabilityEngineer
Systems/SoftwareEngineer
ProjectEngineer
MaintenanceEngineerManufacturingEngineer
QualityandAssuranceEngineer
TheprolificriseofAIhassignificantlyinformedourtop10.
Unsurprisingly,it’salsoblurringthelinesofthetechnology
andengineeringindustries.Withethicalandqualitycontrol
concerns,weareseeingtheneedformorerolesdedicatedto
themonitoringandmanagementofAI-poweredsolutions.
Fallingjustshortofthelist–butstillgrowingindemand–
areroleslikeRoboticsEngineerandEnvironmentalEngineer.
SimilartoAI,automatedsystemswillstillneedmaintenance,
programmingandsupervisiontoensuresafety,securityand
optimalperformance.Meanwhile,reflectingtheneedforclimateaction,asmoresustainablepracticesbecomeexpected–andenforced–weanticipate‘green’rolestoaccelerateatpace.
Asthisrapidevolutioncontinues,earlycareersstrategiesmustnotbeoverlooked.Organisationsneedtotake
ownershipanddeliverskills-basedtrainingforbotheducationleaversandthosewithadjacentindustryskills.
PaulGibbens,
UK&IDirectorofEngineering,Hays
TOPTALENTNETWORKS*
ENGINEERING
TALENTNETWORKS
01US
02China
03India
04Brazil
05Germany
*Basedonsupplycount.
MOSTPREVALENTTALENTDEFICITS*
01NewZealand
02Switzerland
03Chile|NetherlandsPortugal
04UK
05Canada
*Basedonfewestindustry
professionalsavailableperrole.
TOPEMERGING
TALENTNETWORKS*
01Malaysia
02Colombia
03India
04HongKong
05Singapore
*Basedonlargestproportionof
professionalswith0-3yearsofexperience.
17
18
ENGINEERING
TALENTNETWORKS...CONTINUED
Featuringinthetop10forbothtalentdeficitsandemergingnetworks(#6)inengineering,Chilelookstoberecognisingitstalentgapandwe’reseeingthisbeingpluggedwithahealthypipelineoffuturetalent–31%ofitsworkforcehas0-3yearsofexperience.Thisislikelytohelpeasethedemandintime,butrightnow,therearejustsixprofessionalsworkingintheindustryperoneopenrole.
Bybroadeningthenetandapplyingagloballenstoyour
talentsearch,ourdatashowsthatthisbolsterstheaveragecandidatesperroleto21.Youcansoonseethevaluein
exploringothernetworkstostrengthenyourtalentpipeline.
Oftheothercountrieswiththemostprevalenttalentdeficits,we’reseeingprogressisbeingmade.Withbetween19-23%oftheirworkforceswith0-3years’experience,NewZealand,Switzerland,Portugal,theUKandCanadaareallmakingaconcertedefforttosupporttheirtalentpipeline.
Whilethisshowspromiseatatimewhenanageingworkforceiscausingindustry-wideconcern,anotherkeypartofthe
engineeringindustry'sfuturemustbeimplementinginitiativestoaddressthegendergap.Accordingtoourdataset,the
globalgendersplitis30%women,70%men.ThisdivideismostprominentinJapan(20%women),India(21%women),theUK(23%women),Hungary(24%)andGermany(24%).
ThetalentmixintheNetherlandsforengineeringissimilar
tothatofthetechnologyindustry.Just9%ofitsworkforce
has0-3yearsofexperienceand75%hasovereightyears’
experience.Thissuggestsleveragingthistalenttodaymay
wellhavemerit,especiallyifyourprojectsrequiremore
experiencedtalent.However,ifyourorganisationisbasedintheNetherlandsorrelyingonDutchtalent,you’lllikelyneedtolookbeyondtheseborderstofuture-proofyourtalentstrategywitharobustrangeofexperienceandperspectives.
TOPTALENTNETWORKS*
01US
02China
03India
04Brazil
05Germany
*Basedonsupplycount.
MOSTPREVALENTTALENTDEFICITS*
01NewZealand
02Switzerland
03Chile|NetherlandsPortugal
04UK
05Canada
*Basedonfewestindustry
professionalsavailableperrole.
TOPEMERGING
TALENTNETWORKS*
01Malaysia
02Colombia
03India
04HongKong
05Singapore
*Basedonlargestproportionof
professionalswith0-3yearsofexperience.
ENGINEERING
THEMOSTCOST-EFFECTIVETALENTNETWORKS*
30%
47%
47%
Mexico
$21,214
●
27%
39%
India
$8,348
26%
31%
Romania
$20,018
51%
50%
Hungary
$23,914
26%
22%
0-3yearsofexperience4-7yearsofexperience8+yearsofexperience
28%
23%
Brazil
$24,657
*Basedonthelowestaveragesalaries,cross-referencedagainsttheirexperiencesplits.
29%
25%
Withanunderstandingofthecountriescomingoutontopwithastrongsupplyofemergingengineeringtalent,it’salsoworthexploringwherethemost
cost-competitivetalentcanbesecured.
Indiacertainlydeservesrecognitionforitsengineeringtalent.Fiercelycompetitivelypricedifyou’reableto
outsource,andwithverystrongcompetenciesinthenuclearandpowersectors,thisnetworkshouldbeconsideredforfillingyourlabourneeds.
Sponsorshipopportunitiesshouldn’tbedismissed
either.Thereisamisconceptionthatthisisavery
complexprocessbut,withworkforcesolution
specialistslikeHaysonboard,wecanhelpstreamlinethis.What’smore,youmaynotevenhavetoconsiderbridgingqualificationsasthistalenttendstotrain
overseas,earningEU-orUS-recogniseddegrees.
19
ENGINEERING
THEMOSTCOST-EFFECTIVETALENTNETWORKS...CONTINUED
Colombiaisanothercost-competitivelocation,withan
averagesalaryof$15,311.However,it’salsothemost
inexperiencedtalentnetwork–withjust5%ofitsworkforcehavingeightormoreyearsofexperience.Ifyouwantto
pursuethisnetwork,you’llneedtoconsiderwhatworkyouhavethatwouldbebestsuitedtojuniorandmidweighttalent(40%and55%ofitsnetworkrespectively).
It’salsoimportanttobearinmindthedifferingstatutorycostsforthiscountry.Hiringcontractorsisn’tjustsimplerhere,it’s
thefavouredengagementstyleformanycandidates.Dueto
inflation,paymentinUSDollarsorEurosisthepreferredoption.
RomaniaandMexicoofferrobusttalentprofilesandare
stillmoreaffordablethanmost,withaveragesalariesof
$20,018and$21,214.Likewise,withthehealthiestpipeline
fornurturingfuturetalent(41%),Malaysiawouldbeareliable,long-termchoice.
WheresomemightseethemeritofItaly’sseniortalent(60%hasovereightyearsofexperience),it’sworthnotingthatPortugal,CzechRepublic,andHungaryalloffersimilarexperiencesplitsand,onaverage,wouldbebetween$10,000to$20,000cheaper.
Hiringcontractorsisn’tjustsimplerhere,it’sthefavouredengagementstyleformanycandidates.Duetoinflation,paymentinUSDollarsor
Eurosisthepreferredoption.
20
ENGINEERING
YOURNEXTSTEPS
Worktoretainyourageingtalentforaslongaspossibleandholdontotheirwealthofexpertise.Considerofferingpart-timeopportunitiestoeasethemintoretirementwhilestillenablingthenextgenerationtolearnfromtheirpredecessors.
STEP
01
talentpipeline.Investinyourearlycareersstrategy
andengagewithschoolsanduniversitiestoraise
awareness.We’reseeingalotofSTEMgraduates
movingintobanking,sothinkabouthowtomakeyourindustry–andorganisation–moreappealing.
Investigatethepossibilityofsponsorshipstoaccesshighlyskilledtalentfromhubsacrosstheglobe.
Implementbridgingqualificationsoranonlineskillsassessmenttostandardisetheprocessandensureyou’refindingtherightpeople,withtherightskills.
Takeamoreproactiveroleinnurturingtheglobal
STEP
02
STEP
03
21
THEBANKING,
FINANCIALSERVICES
ANDINSURANCE(BFSI)
INDUSTRYSPOTLIGHT
22
BANKING,FINANCIALSERVICESANDINSURANCE
HAYS’CURATEDTOP10
In-demandandemergingroles
01
02
03
04
05
06
07
08
09
10
ClientLifecycleManagementSpecialistBusinessAnalyst
FrontOfficeSupport
DataandDocumentationSpecialistPaymentsandProcessingControlFrontOfficeIntegrationManager
RemediationSpecialist
IntegratedMiddleOfficeProcessSpecialistCustomerServiceSpecialist
AssetTransferSpecialist
Servicesareevolvingbutthey’renotrevolutionisinginthesamewayasotherindustriesmaybe.Inthenot-so-distantfuture,intelligentautomationislikelytochangetheremitofBFSIroles.Atleastsomeresponsibilitieswithinjobs
likeAssetTransferSpecialist,RemediationSpecialistsandPaymentsandProcessingControlwillbetakenoverby
systems.
Butthat’snottosaypeoplewillbeoutofajob.This
industryissoheavilyregulatedthattheintellectoftrained,experiencedfinanceprofessionalsisstillgoingtobecritical.Insteadofadramaticoverhaulinthecomingyears,it’s
morelikelythatroleswillevolvetoaccommodateauditingresponsibilitiesfortheseautomatedsystems.
DavidSpence
GlobalHeadofGrowth,
EnterpriseSolutionsatHays
TOPTALENTNETWORKS*
BANKING,FGINANCIALSERVICESANDINSURANCE
TALENTNETWORKS
01US
02China
03India
04Brazil
05Germany
*Basedonsupplycount.
MOSTPREVALENTTALENTDEFICITS*
01NewZealand
02Canada
03Portugal|UK
04HongKong
05Australia|Poland
*Basedonfewestindustry
professionalsavailableperrole.
TOPEMERGING
TALENTNETWORKS*
01Colombia
02Malaysia
03China|India
04HongKong
05Singapore
*Basedonlargestproportionof
professionalswith0-3yearsofexperience.
24
25
BANKING,FINANCIALSERVICESANDINSURANCE
TALENTNETWORKS...CONTINUED
Aswiththeotherresilientindustries,American,Chinese,Indian,BrazilianandGermantalentisalsofavouredin
BFSI.France,MexicoandtheUKarealsonoteworthy‘toptalent’networks,witheachonehaving1.5to1.6million
peopleworkingintheindustry.ThiscomesinclosebehindGermany’s1.65millionandBrazil’s2.2million.
Therearesomerecurring,cross-industrythemeswithintheemergingtalentnetworkstoo–Malaysiacontinuestofeature,andAsiantalentmarketsdominate.
HongKong,astheonlycountrythat’sfeaturedinboththetopfivetalentdeficitsandemergingnetworks,seemseagertoaddressitssupply-demandgap.30%ofitsworkforcehas0-3yearsofexperience.Ofcourse,withahighcostofliving,thechancesofsecuringcost-competitivetalenthereisslim.Butwithnumerousearlycareersinitiativestofuelthetalentpipeline,atleastyouknowyou’releveraginghigh
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