People and Organisation

  Introduction Employee activism has been a strong force in changing how businesses work in several fields, including banking. Banks have historically suppressed criticism because they have rigorous hierarchies and strict privacy rules. But global trends show a change, with workers speaking up more about moral, environmental, and political issues. In Sri Lanka, activism is still mostly quiet, but there are signs of underlying tensions that imply employee voice is changing in more subtle but important ways. Global Debate Around the world, protests against fossil fuel finance, diversity difficulties, and return-to-office mandates have brought attention to employee activism in banking. Workers at big companies like Barclays and HSBC have publicly questioned the decisions made by their companies, calling for more environmentally friendly and ethical governance. Some banks have put in place formal "employee activism policies" that let workers speak out without fear of puni...

  Introduction Diversity and inclusion are key to modern HR management, especially in knowledge-intensive industries like banking. Sri Lankan banks have adopted diversity efforts promoting gender equality, ethnicity, and disability inclusion. However, age diversity is often disregarded. Ageism—structural stereotyping, bias, and discrimination based on age—persisted invisibly in organisational procedures. Ethically and strategically, neglecting age diversity in a sector facing rapid digital innovation and demographic shifts is unwise. This blog critically analyses ageism in Sri Lanka's banking sector and proposes alternatives. Understanding Ageism in the Banking Context Organisations exhibit overt and covert ageism. It commonly manifests as assumptions about skill, adaptability, and future potential in Sri Lankan banking. Older workers are often seen as resistive to technology, less innovative, or nearing retirement. You may think younger workers lack dedication, experienc...

  Introduction The growing emphasis on data-driven decision-making has transformed many organisational functions, including human resource management. HR analytics, which involves the use of data to inform HR decisions, offers significant potential for improving efficiency, reducing bias, and enhancing strategic alignment. However, in Sri Lanka’s banking sector, the transition from intuition-based decision-making to data-driven HR remains a work in progress. The Promise of HR Analytics HR analytics enables organisations to analyse workforce data to identify trends, predict outcomes, and support decision-making. In banking, this can be applied to areas such as recruitment, performance management, employee engagement, and retention. For example, predictive analytics can help identify employees at risk of leaving, allowing organisations to implement targeted retention strategies. Similarly, data-driven performance management can enhance fairness and transparency. Barriers ...

  Introduction Leadership continuity is a cornerstone of organisational sustainability, particularly in highly regulated and strategically sensitive sectors such as banking. However, many Sri Lankan banks are facing a growing “succession panic,” characterised by a lack of ready successors for senior leadership positions. This issue is not merely operational but reflects deeper structural and strategic shortcomings in talent management. The Emerging Succession Crisis The succession gap in Sri Lanka’s banking sector is driven by multiple factors. One of the most significant is the migration of experienced professionals, which has reduced the pool of potential leaders. Additionally, the economic crisis disrupted career progression pathways, limiting opportunities for leadership development. Traditional hierarchical structures further exacerbate the problem. Decision-making authority is often concentrated at the top, with limited delegation to middle management. As a result, ...

  Introduction Sri Lanka’s banking sector is undergoing an accelerated digital transformation, driven by competitive pressures, evolving customer expectations, and the need for operational efficiency in a post-crisis economy. While this shift has enabled the rapid expansion of digital banking platforms, mobile applications, and fintech collaborations, it has also produced an unintended consequence: digital burnout among IT professionals. This emerging issue represents a critical yet often overlooked human resource challenge within the sector. The Intensification of Digital Work in Banking Banks today rely more and more on technology. IT personnel are in charge of more than just keeping the fundamental financial systems running. They also have to set up new digital solutions, keep the systems safe from hackers, and manage the data infrastructure. The economic crisis and lack of resources in Sri Lanka have made these demands even more urgent. IT work in banking is different...

  Introduction The gig economy has changed the way businesses hire people in many fields, making it possible for them to find workers on a flexible, project-by-project basis. This concept has been adopted by several fields, like technology and the arts, but it's still not clear if it will work in banking, especially in Sri Lanka. The idea of "bankers on demand" presents both potential and challenges due to the sector's complicated rules and focus on trust. The Rise of the Gig Economy Short-term contracts, freelance work, and platform-based jobs are all common in the gig economy. Companies all across the world are using gig workers more and more to save money and be more flexible. The gig economy is becoming more popular in Sri Lanka, especially among younger workers who want more freedom and different experiences.   This concept could help banks fill talent gaps, especially in areas like digital banking, cybersecurity, and data analytics where there aren...