01 When it comes to AI, leave no one behind.

Leaders of financial services institutions see the potential for AI to impact their entire workforce, but companies are lagging in providing AI training for their workforces.

Now is the time to get ahead on AI skilling across ALL job levels.

AI is poised to impact the financial services industry across job levels — from executives to the frontline — as well as business models. Talent leaders can help their entire workforce gain critical skills for the future by ensuring  access to job-relevant AI skills.

02 Sync career mobility with employees’ daily rhythm.

Overlooking where employees are likely to learn about career growth opportunities and over-using employer-centric language in formal communication channels results in lack of visibility into career advancement with your organization.

Here’s how thinking about skills-based pathways helped one financial services institution reskill hundreds of employees into critical internal roles in product, software, management, and analytics.

Ensure hiring managers and frontline leaders are clear on mobility avenues, and incentivized to help their direct reports grow. 
Informal channels, like conversations with supervisors or coworkers, company reviews, and interviews, dominate how career advancement information is communicated.

03 Turn talent acquisition and development into a flywheel for business growth & your EVP.

Silos within HR and people teams can cause companies to miss key inflection points where internal recruitment and upskilling can significantly impact ROI.

Online, integrated learning helps more financial services professionals access career-advancing skills and certifications.

Hear Steve Prew, Vice President of Business Development at The American College of Financial Services, discuss how financial services education is evolving.

04 HR’s changing role: from cost center to business strategist.

People leaders can rally support for internal mobility when they understand decision-makers’ key areas of concern and are prepared to speak to them.

Address common areas of concern by role:

Expert advice:
“Know what your CFO’s pain points are and what they are responsible for. The more you put yourself in those shoes, the better you are at understanding what they want their HR partner to come and speak with them about. Come in with a bit of a framework and a plan rather than a concept.”
— Sarah King, Chief People & Diversity Officer, Darden

05 Know what comes after skills-based hiring.

Approaching skills-based hiring as a job matching initiative with no on-ramps to skill into other high-demand and destination roles isn’t a long-term skilling strategy. It’s a pit-stop on the way to a dead-end.

Focusing on skills-based pathways helps companies drive ROI, continuously develops an agile, future workforce, and inspires employees to stay.

Here’s how thinking about skills-based pathways helped one financial services institution reskill hundreds of employees into critical internal roles in product, software, management, and analytics.