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FinTech Talent Report 2023

金融2023-11-01新加坡金融科技协会G***

AI智能总结

FinTech Talent Report 2023: Navigating the Talent Landscape

Executive Summary

In the dynamic FinTech landscape, the importance of investing in talent is paramount to fuel growth. The FinTech Talent Report 2023 highlights several key trends:

1. Optimism with Cautions

FinTechs are cautiously optimistic about the year ahead, influenced by the macroeconomic climate and a decline in funding.
Forecast predicts a 30% growth in the FinTech workforce in the next one to two years.

2. Skill Focus and Talent Profiles

FinTechs aspire to balance their onshore and offshore workforce mixes, utilizing foreign talent for specialized roles.
The workforce is 'diamond-shaped', emphasizing a high concentration of skills in the middle layers.
Four primary talent profiles are identified: Commercial Evangelists, Technology Wizards, Operations Champions, and Corporate Drivers.

3. Skills Game

FinTechs are addressing the skills gap through internal learning and development programs.
Spending on learning and development per employee is expected to exceed $500 annually.

4. Career Value and Attraction

The career value proposition is declining, with increased competition from traditional financial institutions.
High-value HR capabilities focus on onboarding, performance management, and succession planning.

5. Cultural and Leadership Impact

Culture and leadership are pivotal in attracting talent, fostering an entrepreneurial, adaptable, and empowering environment.
Employees join FinTechs for organizational culture, prestige, and quality leadership.

Key Recommendations

Revisit Workforce Strategy: Align workforce decisions with the business strategy for short-term and long-term growth.
Explore Unconventional Talent Sources: Consider gig-workers, contract hires, mid-career switchers, and internal mobility.
Skill-Driven Organization: Enhance common language around skills and redefine work boundaries.
Focus on Skills Over Education: Clarify must-have vs. good-to-have skills in job descriptions.
Holistic Learning and Development: Develop a blend of experiential, social, and formal learning opportunities.
Leverage Government and Industry Grants: Use available resources to offset people development costs.
Career Opportunities and Rewards: Offer creative incentives beyond monetary rewards.
Prioritize Talent Practices: Implement strategic workforce planning and equip managers to lead effectively.
Customer-Centric Culture: Build a culture centered on customer needs and satisfaction.

This report underscores the critical role of talent in driving FinTech growth, offering strategies for organizations to adapt and thrive in a challenging yet promising landscape.

FINTECHTALENTREPORT2023 AFinTechLeader'sGuideto NavigatingtheTalentLandscape TABLEOFCONTENTS 01|ExecutiveSummary4 02|IntroductionCautiontakesprecedence8 12 #1:Thefourtalentprofilescontinuetoberelevant #2:It'saskillsgame22 03|Findings&Recommendations 04|Conclusion 05|Appendix #3:Decliningcareervalueproposition 34 41 #4:Fromhumanresourcestopeopleexperience 47 #5:Cultureandleadership: theinvisibleenablerofgrowth 52 53 FinTechTalentReport20232 FOREWORD AstheFinTechlandscapecontinuestobevolatile,investingintalentisakeydrivingforcetopowergrowth. Intheever-evolvingFinTechlandscape,investmentintalentbecomesmorecriticalthanever.TheFinTechsectorhasencounteredmultiplechallengesin2023,includingvaluationpressures,cryptomarketfluctuations,risinginterestratesandinflation.Despitefacingathree-yearlowinfundingactivityinH12023,theFinTechsectorcontinuestobeoptimisticaboutgrowthandopportunities. AsFinTechsnavigatethroughthesechallenges,thereisaneedtodisplayresilienceandreadinesstoseizeopportunitiesonthehorizoninordertobouncebackstrongerthanbefore. InthisfiftheditionoftheFinTechTalentReport,wewillexplorethefollowingthemes: •HowFinTechsareadaptinginthecurrentlandscape. •HowFinTechsaredevelopingtheirtalentamidsttheskillsshortage. •HowFinTechsleverageleadershipandculturetoenablegrowthandperformance. ThisstudyaimstoprovideFinTechleaders,HRprofessionals,andpolicymakerswithinsightsintothelatesttalenttrendswithintheindustry,alongwithanunderstandingofthechallengesandprospects,equippingthemtoshapethefuturedirectionoftheSingaporeFinTechsector. Weextendourheartfeltappreciationtotheleaders,practitioners,members,andpartnerswhocontributedtothisresearch,helpingtoshapethefutureofSingapore'sFinTechtalentlandscape. ShadabTaiyabi President SingaporeFinTechAssociation NesanGovender ManagingDirector TalentandOrganisationLeadAccentureSoutheastAsia FinTechTalentReport20233 01 EXECUTIVESUMMARY FinTechTalentReport20234 Cautiontakesprecedence FinTechscontinuetobeoptimisticabouttheyearaheadbutdisplaycautionaboutgrowthopportunitiesduetothemacroeconomicenvironmentandacontinueddipinfunding: 36%declineinnumber ofdeals&57%declineintotaldealvalueinQ32023vs.Q32022. 20%declineinFinTechscitingthatgrowthwillaccelerateinnextonetotwoyears. TheFinTechworkforcesizeinSingaporeisestimatedtobe18,000,a30% growthfromtheprevious year. FinTechworkforceinSingaporeisforecastedtogrowby30%inthenextonetotwoyears. #1:Thefourtalentprofilescontinuetoberelevant FinTechscontinuetobetechnologyfocusedwithaprojectedincreaseintheircommercialworkforce. FinTechsaspiretobalancetheonshorevs.offshoreworkforcemixandareleveragingforeigntalentinSingaporeforspecificroles. Talentprofilecomposition: 22% 41% 21% 16% 2023 29% 39% 18% 14% 1to2years time CommercialEvangelistsTechnologyWizardsOperationsChampionsCorporateDrivers Workforcelocation: 59% 41% 2023 64% 36% 1to2years time BasedinSGBasedoverseas Topsourcesoftalent: 1.Employeereferrals 2.Onlinejobportals 3.Employmentagencies Emergingsourcesoftalent: 1.Internshipsandapprenticeships 2.Internalmobility 3.Industrypartnerships Roleswhere>25%areheldbyforeigntalent: 1.Softwaredeveloper 2.Salesandmarketing 3.Productorprojectmanager #2:It'saskillsgame Workforceexperience(years): FinTechsare‘diamond-shaped’organisationalconstructswithahighconcentrationofskillsinmiddlelayers. FinTechslookinternallytoaddresstalentneeds. Leadership&Managerial 17% 26% 27% 16% Experts(>10)Experienced(5to10) 15% Intermediate(3to5) Junior(0to3) 56%ofFinTechsciteskillsgapasahiringchallenge. 56%ofFinTechscitelearning&developmentasaneffectivemeanstoaddresstalentneeds. 59%ofFinTechsarespendingabove$500onlearninganddevelopmentperemployeeperyear. Toptechnologyrolesindemand: 1.Softwareengineer 2.Productorprojectmanager 3.Dataengineer Topnon-technologyrolesindemand: 1.Salesandmarketingexecutive 2.Customersupportspecialist 3.Serviceoperationsspecialist Growingdemandforspecialisedtechnologyroles: 1.AIengineer 2.Blockchaindeveloper 3.Cybersecurityspecialist #3:Decliningcareervalueproposition 64%citethatcandidatesprefertoworkfor incumbents. 10%increasein MorepeoplearejoiningandleavingFinTechsforthesamereasonswithincreasingcompetitionfromincumbentsfortalent. 74%citethatcandidatesexpecthighersalarythanoffered. Morepeoplearejoiningandleavingforcareeropportunitiesandstability,monetaryandnon-monetaryrewards. employeesstayinglongerthanthreeyears. 10%to15%averageattritionrate,similarto2022. #4:Fromhumanresourcestopeopleexperience TypeofHRcapability:Businessmetricsvs.HRmaturity: FinTechsaspiretocreatehighvalueHRandplantobolstertheirHRcapabilitiesinthenextonetotwoyears. Strategic 26% 23% 22% 29% AdvisoryAdministrative DoesnothaveHR 14%ofFinTechsprojecttohireHRspecialistsinthenextonetotwoyears. HRMaturity Businessmetrics Top3HRareasbasedonmaturity: 1.Onboarding 2.Performancemanagement 3.Successionplanning #5:Cultureandleadership:theinvisibleenablerofgrowth CultureandleadershipemergeaskeylevertoattracttalentandFinTechsadoptan‘entrepreneurial’cultu

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