2024 年新加坡科技人才报告：应局速变储才未来

Preparing the Financial Services Technology workforce of Foreword The technology workforce oftomorrow must possess thenecessary skills amidst a rapidly skills required to thrive in the sectorand talent practices that will help attract,develop and retain a diverse yet thriving In the 6thedition of the report, we will: •Examine the current Technologytalent landscape amidst economic The Singapore Technology industry hasbeen fraught with uncertainty in 2024.Digital advancements such as generativeAI (GenAI) are disrupting jobs and skills, •Delve into roles and skills of thetechnology workforce that willevolve with the advent ofGenAI. •Investigate the employeevalueproposition needed to address How might we futureproof the workforceamid such ongoing change? •Explore ways in which FinancialInstitutions can futureproof talent. As Financial Institutions navigate thesechallenges, they must be ready to evolve—building resilience, maximising productivityand embracing change. Understanding the Services leaders, HR professionals,policymakers and Institutes of HigherLearning with insights on the latest talenttrends and challenges, and prospects in We extend our heartfelt gratitude toleaders, practitioners, members andpartners who participated in the research The Singapore Fintech Association (SFA)and Accenture Singapore havecollaborated to produce the SingaporeTechnology Talent Report 2024*—a SHADAB TAIYABI NESAN GOVENDER President Managing Director Singapore FinTech Association Talent andOrganisationLeadAccenture Southeast Asia 1Introduction: Navigating a New Talent Landscape 2Redefining Jobs and Skills with GenAI 3Relooking at the Employee Value Proposition 4A Mismatch in Talent Priorities 5Recommendations 6 63 Table of ExecutiveSummary Shifts in the Talent Landscape The talent landscape in the Financial Services industry in Singapore is undergoingrapid transformation due to a multitude of disruptors.In ‘#1: Navigating a New Talent The Market Is Optimistic,Expecting Positive Revenue Regulatory changes increase focuson risk management, while FWAguidelines boost work-life balance Financial Institutions (FI)* are optimistic,57% of FIs expect sector growth toaccelerate in 1-2 yearswithFinTechs Shifts in Talent ProfileComposition Reflect The FinTech workforce composition isshifting, with a stagnation of ‘TechnologyWizards,’ and an increase in ‘OperationsChampions’ and ‘Corporate Drivers’, Talent Outlook NormalisesAmidst Growth Optimism The workforce is gradually stabilisingtowards 2022 levels, however hiringsentiment remain cautiously optimisticwith a 5% increase in the Financial Services A Multitude of Disruptors Cast Organisationsmust navigate financial,technological, regulatory and social •FinTechfundinghas continued todecline in H12024. •Technologies likeGenAIare projected toboost productivity by 22–30%, but alsoraise concerns around governance and Impacts and Implications The new talent landscape brings a direct impact on jobs, skills and talent practices. ‘#2:Redefining Job Roles and Skills withGenAI’, and #3: Relooking at the Employee Value Work-Life balance policies are widelydemanded by employees. However,factors such as compensation and career Redefining Job and SkillswithGenAI GenAIadoption is rapidly expandingacross FIs, transforming businessoperations. Smaller, agile FIs andFinTechs Rewards and Opportunities are the anchorstokeep employees satisfied and engaged, GenAIis primarily applied to back-end(enabling) functions within FIs to enhanceproductivity.GenAIwill reshape job Tailored EVP strategies are requiredto meet the differing needs acrossgenerational groups, especially giventhe distinct priorities and values each Behavioural and cross-functional skillssuch as creative thinking, AI literacy, datascience and risk management are gaining Mismatch in Talent Priorities A misalignment between employees' toppriorities—Rewards and Opportunities—and the HR initiativesprioritisedby A new talent profile of a ‘Techno-FunctionalCollaborator’ is emerging that blendstechnical expertise, business acumen andstrong interpersonal abilities. This “Human Relooking at the Employee Value Rewards emerges as a new paradox–a reason why employees join and leave FIs. There is a disconnect between employers’and employees' views on key factors for 3Actionable Steps Forward In response to the impacts and implications, ‘#5 Recommendations’ outlines severalpractical steps which Financial Institutions can take forward to futureproof the workforce. Supercharge a New Employee Make Risk Everyone’s Business AsGenAIbecomes integrated intooperations, risk awareness must be a To attract and retain Technology talent,FIs must urgently rethink the(EVP). •Use real-time data to track employeesentiment, making data-drivendecisions to better understand •Build enterprise risk literacy amongstall employees and enhance the skillsof risk and compliance teams to •Focus on "Signature Moments" inth