The case for evidenced-based HR in banking | KPMG | BH

Data, People and Profits

The case for evidenced-based HR in banking

Examining the broader strategic implications of gaps in evidence-based HR adoption in banking.



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Banking executives will often tell you that their people that are their greatest asset. Most banks now recognize as well that data and analytics can lead to improved business decision-making. Yet too few banks seem to have connected the two; applying evidence-based approaches to the HR function in order to drive improved organizational performance.

A race for talent

In this sector specific report on the evidenced-based HR practices in banking, KPMG examines the broader strategic implications of gaps in adoption and how closing this gap is strategically important for banks in a race for talent that is truly cross-industry and global.

Why do Tech companies represent “fast-movers” and “early adopters” of the business world and does that aid in them becoming disruptor threats to banks?

Do those banks who are able to embrace culture change and embrace evidence-based HR expect to compete more effectively?

What are the stumbling blocks that banks must overcome to adopt evidence-based HR?

Accelerating the journey

This report examines these questions and more to provide HR leaders, executives and talent managers across the banking ecosystem with some new insights, valuable data and practical advice to help accelerate the journey towards evidence-based HR.

© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

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