In the fast-paced world of financial services, the role of Human Resources (HR) professionals is nothing short of crucial. As financial services executive search firms, like Fram, strive to connect top-tier talent with leading wealth managers, asset managers, lenders, and venture capitalists, it's imperative to recognise the immense value that HR brings to the table. They are often the conveyors of consistent messaging to the market, the architects of a compelling EVP, and a key part of retaining top talent.

During both economic booms and downturns, HR professionals in the financial sector perform a delicate dance in compensation management. Whilst pay matters in all sectors, few industries openly talk of pay as much as financial services. They must navigate requests for increased remuneration during prosperous periods and temper bonus expectations in challenging times. This often involves complex benchmarking and strategic compensation planning to ensure that individuals are fairly rewarded based on performance an in comparison to their peers. They also need to find compensation mechanisms, which align with the financial goals of the firm.

Financial services firms often boast a diverse and multi-generational workforce and in a recent survey we conducted 37% of respondees felt there was a disconnect between Gen Z and Baby Boomers. HR professionals take on the responsibility of fostering an inclusive environment that caters to the needs and aspirations of employees spanning different generations. They create a workplace, which not only respects diversity but leverages on it for better outcomes. They have to formulate a benefits package capable of engaging colleagues with different needs. Their ability to connect generations or to work on any disconnects between management (often older employees) and teams (often younger employees) mustn’t be underestimated.

The global pandemic of 2020 has reshaped the landscape of work, with HR professionals at the forefront of implementing and managing hybrid models work. We saw complete homeworking, then a return to offices, all withing a relatively short space of time, which HR teams were expected to manage seamlessly and while balancing competing interests. 2023 for many firms marked the delicate balancing act of asking colleagues to attend the office more, and most firms managed this well.

Despite their instrumental role, HR departments are often the first casualties during tough times marked by margin compression. This can often be short-term thinking, given the “glue” they provide between management and workers. It also slows down longer-term culture building and overall change at firm.

As the financial services industry continues to evolve, HR professionals are key players in future-proofing organisations against unforeseen challenges. HR professionals implement forward-thinking strategies such as talent acquisition and development, that can position financial institutions for sustained success in a rapidly changing landscape.

It is quite tempting to view HR as a cost-centre, particularly in difficult times, but the reality is they are a key function for nurturing and developing your best asset, your people. The impact of a well performing HR function, staffed with experience, versus those who see HR as an administrative function can be quite marked.