Menos de la mitad de los bancos y grupos financieros utiliza la IA para su planificación laboral de talento.

- El 86% de los directores de talento del sector bancario reconocen que la IA está liberando a los empleados, pero solo el 40% utiliza esta tecnología para definir la estrategia y planificar la plantilla.
- La banca se encuentra muy por detrás de otros sectores clave, que emplean la IA para el desarrollo de su talento, como la biotecnología (59%), la industria de alto valor (55%) o la tecnología (48%).
- El 83% de los grupos financieros apuesta por un modelo basado en las habilidades, valorando especialmente la motivación personal y el potencial de aprendizaje.
Los responsables de talento en el sector bancario y de servicios financieros se enfrentan a un reto: transformar las estrategias de recursos humanos, encontrar la mejor manera de adopción de la IA en sus organizaciones y en los diferentes puestos y asegurar las habilidades esenciales mínimas que deben acreditar los empleados para mantener la competitividad. Todo ello en un marco regulatorio cambiante, donde la ciberseguridad del sector se ha convertido en un aspecto crucial por la sensibilidad de los datos que se manejan y en el que las demandas de los empleados cambian constantemente. Así lo recoge una encuesta realizada por Randstad Enterprise a más de 1.000 responsables de talento (el 25% del sector bancario y financiero) de 21 países.
“El sector bancario y financiero está adoptando la tecnología y la IA a pasos agigantados, porque ha comprendido que solo así logrará mantener la competitividad, ya sea para su operativa diaria como para marcar una estrategia de recursos humanos que permita a su talento impulsar y desarrollar las transformaciones que la industria demanda”, asegura Maite Capdevila, sales manager del sector banca de Randstad Professional.
El 86% de los directores de talento del sector bancario reconoce que la IA está liberando a sus empleados para realizar tareas de mayor valor, pero solo el 40% afirma utilizar esta tecnología para definir la estrategia y planificar la plantilla.
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| [¿Está la IA forzando a actualizar a trabajadores para hacer frente a las nuevas necesidades? Fuente: Randstad Research] |
De hecho, la banca se sitúa a la cola en el uso de la tecnología IA en los casos de uso de desarrollo de su talento y en la identificación de las habilidades específicas y con mayor potencial entre sus trabajadores. Así, el 40% de directores de RRHH que afirma utilizar esta tecnología está muy lejos de otros sectores clave, como la biotecnología (59%), la industria de alto valor (55%) o la tecnología (48%). La media del conjunto de sectores es del 46%, seis puntos por encima de banca y grupos financieros.
El informe de Randstad que recoge estos datos, The talent multiverse Banking&financial services, revela que el sector es especialmente brillante, por el contrario, en áreas como la actualización o la movilidad interna. Sin embargo, se encuentra rezagado no solo en la planificación laboral basada en la IA, sino también en el desarrollo del liderazgo basado en esta tecnología. Quizá por eso, el 54% de los directivos de talento considera que el reciclaje profesional para RRHH es una prioridad máxima este año, el porcentaje más alto entre los sectores clave y cuatro puntos por encima de la media mundial (50%).
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| [¿Está utilizando la tecnología para detectar a trabajadores con mayor potencial con vistas a la movilidad interna? Fuente: Randstad Research] |
La encuesta de Randstad Enterprise también recoge que las empresas son conscientes de este déficit y el 72% han aumentado sus inversiones en la adquisición de talento, mientras que el 46% ya están creando modelos de plantilla más flexibles, unos porcentajes que se sitúan entre los más altos de todos los sectores.
“El sector financiero es especialmente permeable a la innovación y, al conectar esta con el potencial de los profesionales, la productividad del sector se dispara”, sostiene Maite Capdevila. “Esto está impulsando una transformación basada en las habilidades para evaluar al talento en función de sus capacidades, y no solo de sus experiencias pasadas”, añade.
Mayor peso de las habilidades y menos de la experiencia
Así, el 83% de los grupos financieros afirma que está adaptándose o ya lo ha hecho a un modelo basado en las habilidades, valorando especialmente la motivación personal (38%) y el potencial de aprendizaje (37%) de los candidatos. Solo en los puestos de alto nivel la experiencia en el sector (38%) tiene un peso importante.
En definitiva, los cambios por los que atraviesa el sector bancario y financiero están obligando a las entidades a contratar perfiles con las nuevas habilidades que demanda la banca, pero también a actualizar talento interno. La actividad demanda en la actualidad tres grandes grupos: perfiles tecnológicos y de datos, perfiles de riesgo y cumplimiento, y perfiles orientados al negocio y el cliente.






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