亚太区银行如何吸引Z世代成为未来银行界领袖？

HowCanAsia-PacificBanksAttractGenerationZToBeFutureBankingLeaders? 亞太區銀行如何吸引Z世代成為未來銀行界領袖? TodrawandretainGenerationZ(GenZ)talentkeenoncareersinbanking,Asia- 40 Pacific(APAC)andHongKongbanksmustfocusonworkforcetransformationthemesthatmatterdeeplytothem.Attractingthiscohortrequiresincumbentstoimplementadiverse,equitableandinclusive(DE&I)cultureandelevatetheirworkforce technologiestomaximiseappeal,orelserisklosingnewtalenttootherindustrysectors. 為吸引和留住Z世代人才在銀行界發展，亞太區和香港銀行必須聚焦這一代人十分重視的人才轉型發展議題。要吸引這類人才，銀行必須建立多元平等共融的文化，提升辦公室科技，以增加吸引力，否則新一代人才便會流向其他行業。 T hebankingsectorisaforceforgoodinsocietyandshouldhaveplentyofgenuineappealtotheGenZcohort,thenextgenerationofhiresnowin thespotlightofpotentialemployers.Bornbetweenthelate1990sandthefirstdecadeofthe2000s,digitallyconnected,tech-savvyandsociallyengaged,individualsofthisgenerationareenteringadulthoodandstreamingintothelabourmarket.Comprising27%ofAPAC’sworkforceby2025,GenZisthenaturalsourceforfuturebankingtalent.However,theirearly-stagecareerdecisionscouldeasilybeside-trackedbydistractionsstemmingfromcontentious bankingheadlinesandrecentfailures,orswayedbythelureofnon-traditionalcompetitors. RealignvaluepropositionstoboostappealtoGenZ Forbankstoattractfuturegenerations,theymustswiftly repositiontheirnarrativestofocusonkeyworkforcetransformationthemesthatmattertoGenZ.Forexample,byimplementingamoreDE&Ifocusedagenda.GenZisthemostdiversegenerationtodate,characterisedbyhighlevelsofactivismforsocialjustice,ethical,racialandcultural,andgenderissues.Assuch,thisgenerationfeelsthathomogeneityintheirworkplaceonlyservestostifleinnovationandcreativity.Thisisalsothe“we,notme” generationwithindividualsfavouringinclusiveorganisationsandpreferringnottoworkfor,orengagewith,financialinstitutions(FIs)thatdon’trespectdiversityorreflecttheirownorothers’uniqueidentities. Unfortunately,mostorganisationsarestillonalengthyjourneytobuildandcultivateacultureofDE&Iwithintheirworkplaces.Forinstance,globalgenderparityineconomicparticipationandopportunityonlynarrowedbyaminuscule 0.3percentagepointsyear-on-yearin2023accordingtotheWorldEconomicForumGlobalGenderGapReport2023.Moreconcerning,thishasnotonlystagnatedinAPACforover adecade,butregistereda1.6percentagepointdeclinein2023. Amongothers,coursecorrectioncallsformoreinclusivehiringpractices,continualupskilling,andtheprovisionofcareeropportunitiesforwomen—particularlyinthefast-growing,higherremuneratingdisciplinesinscience,technology,engineeringandmathematics(STEM). CommittingtogenderdiversitymeansthatAPACbanksneedtobedoingmoretosupportwomen’sequalopportunities topursueandthriveinfinancialservicescareersthatcouldenhancetheireconomicsecurity. 上世紀90年代後期至20世紀首十年出生的Z世代，是當前企業僱主大力爭取的人才來源。銀行業是有力推動 在 社會向上發展的力量，對於Z世代來說，應很有吸引力。這一世代熟悉科技、透過數碼網絡連繫世界、熱衷社交活動，現正踏入成年階段，開 始進入勞動力市場。到2025年，Z世代將佔亞太區工作人口的27%，自然是未來銀行界人才的來源。然而，他們早期選擇職業的決定，很容 易受到具爭議性的銀行界新聞和近期銀行倒 閉的負面消息左右，進而影響Z世代是否投身銀行業，同時，冒起中的非傳統、初創企業，也是對Z世代有吸引力的選擇。 引力 調整企業價值觀以增加對Z世代的吸 銀行要吸引新一代人才，就必須迅速調整企業價值論述，聚焦Z世代十分重視的人才轉型發展議題，例如建立更重視多元化、平等、共融的企業文化。Z世代是至今為止最多元的一代，積極支持社會平等，關注道德、種族、文化和性別議題；這一代人認為欠缺多元性的職場環境會窒礙創新和創意。這也是「我們，不是我」（we,notme）的一代；他們喜歡倡導共融文化的機構，不願意在不尊重多元或不反映自己或他人獨特身分的金融機構工作，也不願意與這些金融機構打交道。 可惜的是，大部分機構仍在經歷漫長的轉變過程，逐漸建立和培育多元平等共融的工作環 境。據世界經濟論壇《2023年性別差距報告》，在經濟參與和機會方面，2023年的環球性別 平等狀況，較前一年只輕微上升了0.3個百分 點。更令人關注的是，亞太區的狀況不僅在過去十年停滯不前，在2023年甚至下跌了1.6個百分點。 如要扭轉性別平等下降趨勢，企業可以採用更共融的招聘模式、持續提升女性技能，並為女性提供就業機會，尤其是在科學、技術、工程與數學這些增長迅速而又薪酬較高的範疇。要做到性別多元，亞太區銀行必須採取更多措施，為女性提供平等機會發展金融服務事業，以提升他們的經濟安全。 41 亞太區是世界上最多元的地區之一。為協助企業領袖了解這地區僱員歸屬感的情況，安永團隊進行了整個區域的歸屬感狀況調查，結果顯示僱員需求和機構文化之間的差距越來越大。 Tohelpleadersunderstandthestatusofbelonginginoneoftheworld’smostdiverseregionsthatisAPAC,EYTeamsconductedregion-wideBelongingBarometerresearch,whichhighlightsagrowingtalentgapbetweenemployees’needsandorganisations’cultures.Theresearchfindingsrevealedonly43%ofAPACemployees(andanevenlower36%inHongKong)feltliketheybelongintheirworkplace.Thisconsequentlycontributestooneofthefactorsthat25%inAPAC(28%inHongKong)areconsideringswitchingorganisationswithinthenext12months.Unsurprisingly,levelsofexclusionexperiencedbykeyemployeesub-groupsregisteredatmuchhigherlevels.Racialandethnicminorities,thosefromtheLGBTQIA+community,peoplewithdisabilities(PwD),andneurodivergentworkers(whoexhibitdifferentmentalorientations)feelthattheirauthenticselvesareleastwelcomedatwork,andasaresult,arelessabletocontributeinameaningfulmanner. Astheseindividualscompriseasizablepercentageofthepopulation,ensuringthattheyareincludedisnotonlysociallyappropriate,butcriticaltoaccesstheirlargelyuntappedtalentpool.Forinstance,7.1%ofpeopleinHongKonghaveadisabilityaccordingtotheHongKongCensusandStatisticsDepartment,soembeddingdisabilitiesinclusionacrossbankshasastrongbusiness-buildingvalue.SupportingthisobservationisanEYcollaborativereportexploringAPACperspectiveondisabilityinclusionindicatingthat68%ofemployersreportedproductivitybenefits(e.g.,fromreducinghiddencostsoflowmoraleandhighratesofabsenteeismandstaffturnover) fromhavingprovidedworkplaceinclusivityforPwD.Organisationsthatprioritisepeopleintheirw