Banks take security very seriously, for obvious reasons. They pride themselves on their ability to protect against threats, both externally and internally. Without consideration, however, the need to protect can come at a cost to a bank’s customer and employee experience. While many banks have done a great job of balancing their customer experience with their security needs, few have considered the impact this can have on employees.
A bank won’t survive without customer trust; if customers don’t feel safe entrusting their finances with their bank, they will move on. Gaining that trust in the Digital Age is more complicated than in the past, with new banking channels available to a new generation of customers with new cultural priorities. Astute bank leaders are working diligently to maintain the crucial human (H) factor, prioritizing culture alongside more traditional top objectives.
Over the years, the prospect of a banking career has lost a lot of its luster, and this has been particularly true over the course of the past decade. Millennials, as they enter the workforce, are steering away from financial services in favor of other career opportunities. What’s behind the loss of appeal, and how can bank culture move from the defensive to offensive position?
A bank’s underlying culture determines how its staff handles pressures and challenges, ordinary and extra-ordinary. As the aftereffects of the Brexit vote impact London’s banks, each bank’s culture should be refined so that employees do the “right thing” while achieving desired results, building a robust business in even the most volatile environment.