Across insurance, banking and investment, talent has become one of the defining challenges facing the industry. Firms are competing to attract the next generation, bridge widening skills gaps and position themselves as places where people actively want to build long-term careers.

This challenge is becoming more acute as financial services increasingly competes with technology businesses for talent. For many younger professionals, a role in “tech” is often perceived as more desirable, better paid, more flexible and more purpose-driven than one in financial services. That perception matters, regardless of whether it is always accurate.

A shifting skills landscape

As financial services becomes more data-driven and AI-enabled, the skills required to succeed are evolving fast. Technical and regulatory expertise remain critical, but they are no longer enough on their own. Strategic thinking, commercial judgement, creativity and the ability to work across disciplines are increasingly valued.

At the same time, competition for these skills has widened. Financial services is no longer just competing with itself, but with technology firms, consultancies and start-ups that often move faster, offer equity upside, promote flexible working as standard and position themselves as solving real-world problems. These organisations have historically been quicker to adapt culturally, shaping compelling narratives around growth, autonomy and impact.

The expectations of the next generation

Emerging talent is entering the workforce with fundamentally different expectations. Purpose, flexibility and wellbeing now sit alongside pay as core decision factors. Deloitte’s Global Gen Z and Millennial Survey, found meaningful work and work-life balance consistently rank higher than progression to senior leadership roles.

The younger generation of today are also more selective. Studies show they are willing to turn down roles that do not align with their personal values, ethical standards or expectations around flexibility (Deloitte, 2024; People Management). Hybrid working, autonomy and psychological safety are increasingly viewed as baseline, not benefits.

Crucially, these expectations are being shaped outside the industry. Technology businesses are often faster to adapt culturally, setting benchmarks that financial services employers are now measured against, whether intentionally or not.

Why marketing has a role to play

Employer brand is no longer an HR-only responsibility. In financial services, marketing and communications play a critical role in shaping how organisations are perceived as employers, often long before a job description is read.

The strongest organisations treat talent as part of their broader reputation. Their culture shows up consistently across campaigns, thought leadership, social channels and events. Leadership voices are visible and human. Stories of progression, learning and impact are specific and credible, not generic promises.

This is where campaign-led marketing, education partnerships and content focused on culture can make a real difference. Collaborations with bodies such as professional associations or universities can help open new pathways into the industry, while reinforcing a firm’s commitment to development and inclusion.

What actually builds credibility

The brands that stand out don’t just talk about culture, they demonstrate it. Clear values, consistent behaviour and visible investment in people build trust over time. In a crowded market, clarity and credibility matter more than volume.

As financial services looks ahead, talent will remain a critical differentiator. Organisations that align culture, employer brand and external communications will be better placed to attract the next generation and retain the people shaping the industry’s future.