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Banker Burnout 2022: A Temperature Check Download Report

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WHAT BANKERS REALLY WANT… FROM THE BANKERS THEMSELVES


By Tariq Sinnetamby, 30/09/2022, 5 minutes

Today’s bankers are trying harder than ever to preserve their mental and
physical well-being – a desire which extends to all ranks in the industry, even
the C-level. According to our research, 72% of investment bankers are
considering leaving the industry to avoid workplace burnout. Those who don’t
feel supported are not afraid to quit the company or the industry altogether.
For those looking to jump ship, technology, cryptocurrency, fintech and private
equity are top of the list.

Not wanting to risk losing their top talent, banks have adapted, proposing
various strategies to prevent workplace burnout… but are these enough to have an
impact for their employees?

We wanted to speak directly with those on the front line – the bankers
themselves – to find out what they really want, and what will keep them happy in
the industry. In partnership with Censuswide we surveyed 200+ financial services
professionals, at all levels of seniority, across the UK, France and the US. For
the complete statistics, discover the full report here.

Table of Contents Hide
1 A good work-life balance
2 A more fulfilling workload
3 Integrated productivity tools
4 More support for employee wellbeing
5 So, what do bankers really want?


A GOOD WORK-LIFE BALANCE


76% OF BANKERS SAID THEY WOULD CONSIDER A LOWER SALARY FOR A BETTER WORK-LIFE
BALANCE

Hard graft for high salaries has always been the central tenet of the investment
banking industry. While in the past, this approach was accepted by employees, it
is becoming unsustainable for today’s bankers, who are feeling less and less
comfortable with their work-life balance.



It’s not just about long hours in the office, however. Almost a third of the
investment banking employees surveyed for our report fail to use all allocated
annual paid time off (PTO) due to fear of unbearable workloads to manage on
return.

There is evidently a desire to change, as banks are now implementing measures to
support their employees’ work-life balance. For example, J.P. Morgan’s pencils
down policy of 2016 has been given a facelift. The bank now encourages employees
to go home by 7pm on weekdays and forces them to take at least 3 weeks’ vacation
per year.

47% of our respondents said that their employers currently have measures to
prevent working over the weekend, while 34% said they have measures to prevent
working extra hours during the week. Though a positive sign, these figures
suggest there is still more to be done to support today’s bankers.

Perhaps the answer is to embrace more hybrid working solutions. While opinions
do differ on the positive impact of hybrid working practices, when asked in
which work environment they would feel most comfortable, 72% of Analysts favored
a hybrid working model compared to 28% of Senior Associates and just 16% of Vice
Presidents. This could reflect the changing desires of younger employees for
whom office working is unfamiliar and less desirable.

Internationally, opinions seem fairly split, with no clear favorite across all
levels of seniority. Though there is evidently no one-size-fits-all rule, to
offer the best support, banks need to lead the conversation and understand what
works best for their employees.



One bank trying to foster a healthy work-life balance for their juniors is BNP
Paribas SA. In April 2022, the bank signed a remote working charter with union
representatives in Europe allowing 132,000 employees across 22 countries to work
remotely for 50% of the working week.

While we can’t expect investment banks to change overnight, advances like this
are a key step in restoring the work-life balance of today’s bankers.

--------------------------------------------------------------------------------


A MORE FULFILLING WORKLOAD


80% OF BANKERS FEEL THAT MANUAL TASKS ARE A ‘RITE OF PASSAGE’ IN THE INDUSTRY

Spending hours drafting pitchbooks and information memorandums in Microsoft
Office is a familiar experience for every junior banker. Managing between 30-40
revisions of these documents, within hours of a deadline is, of course, highly
frustrating.

Our research shows that investment bankers can spend anywhere between 10 to 40
hours per week in Microsoft applications on manual tasks such as presentation
formatting and updating data points. Frustration over these tasks has left 50%
of Senior Analysts considering a move due to feeling unfulfilled in their daily
roles.



Instead of spending hours on low value-added tasks, investment bankers want to
dedicate their time to more fulfilling responsibilities, such as communicating
with clients or analyzing market reports. If given more time:



Greater focus on these value-added tasks could increase day-to-day job
satisfaction for bankers, whilst directly contributing to business output and
success.

Discover the 7 ways investment banks are improving junior banker retention

--------------------------------------------------------------------------------


INTEGRATED PRODUCTIVITY TOOLS


NEARLY 90% OF INVESTMENT BANKERS FEEL THEY WOULD BENEFIT FROM A TOOL TO AUTOMATE
TASKS IN MICROSOFT OFFICE

The first step all banks can take to minimize unfulfilling tasks is implementing
automation technology. Dan Dees, Co-head of Investment Banking at Goldman Sachs,
agrees, commenting on the bank’s investment in technology: “The goal with this
is to allow younger bankers to do more and more of the meaningful, and less and
less of the menial.”

In a similar vein, UniCredit implemented UpSlide to boost productivity and
efficiency around daily operations – specifically around pitching – to free
their bankers to work on more rewarding tasks. By automating tombstone creation
and document formatting, UniCredit bankers now have extra time to work on data
analysis and strategy.



Mazars also invested in automation technology to provide current and future
associates with the tools to work smarter and more efficiently in Microsoft
Office. This helps them attract and retain top talent by demonstrating their
commitment to innovation and employee satisfaction.

Ultimately, providing employees with innovative tools like UpSlide will enable
banks to compete better in the battle for great talent. Any bank to adopt this
approach will set themselves firmly ahead of their industry peers for the
future.

Discover how UpSlide helps investment banking teams boost productivity

--------------------------------------------------------------------------------


MORE SUPPORT FOR EMPLOYEE WELLBEING


86% OF BANKERS HAVE FELT FORCED TO TAKE TIME OFF DUE TO STRESS

Mental health support still ranks highest in priority amongst today’s bankers.
In light of this, our research found that 43% of banks now have measures to
foster and champion employee wellbeing. After launching an initiative that
offers free online therapy courses to employees, NatWest saw 5,500 staff sign up
in its first six months. Likewise, Lloyds is offering their employees free
access to the meditation app, Headspace.

Even so, 32% of investment bankers would like greater support for mental health,
including regular check-ins and offers of medical consultations.



Offering this kind of support has its benefits at the corporate level as well as
the personal. For Bank of America, maintaining in-office wellness programs and
health-related assessments, like the Health Risk Assessment, has resulted in a
10% decrease in healthcare costs for the firm over a two-year period.

Moreover, a recent Deloitte report found that 47% of young professionals view
mental health support as one of the most important factors when selecting a
future employer.



For banks, offering this kind of support is essential for retaining key talent
and enhancing overall productivity. At the end of the day, this can only benefit
the banks themselves and boost their bottom line.

--------------------------------------------------------------------------------


SO, WHAT DO BANKERS REALLY WANT?



Positive change is certainly taking place. There’s a range of different
approaches – whether it’s flexible working, productivity software or additional
mental health support – but, bankers are still looking for more. It’s not
necessarily the hours, or the pay-outs, but rather the type of work they’re
doing that matters most to today’s investment bankers.

More than ever, bankers want to spend their time on higher-value work such as
more client-facing time, market analysis and training. Ultimately, this can only
prove more profitable for the bank and more fulfilling for employees.

--------------------------------------------------------------------------------

Was this article interesting? For the complete statistics, and for more
exclusive insights on the investment banking industry, download the full report
below.





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