People and Organisation

  Introduction As banks go more digital, cybersecurity has become a very important part of running a business. Even if technology is still important, more and more research shows that people are the weakest link in cyber protection. In this situation, Human Resource Management (HRM) is becoming more important for making systems more resistant to cyber attacks. However, in Sri Lanka's banking sector, cybersecurity is still mostly seen as an IT job, with little help from HR. Global Debate Banks all across the world are realising that cyber dangers frequently take use of people's flaws instead of technical ones. Employee behaviour often makes it easier for phishing attempts, social engineering, and insider threats to happen. DBS Bank in Singapore and Barclays in the UK are two of the most important banks that have responded by making cybersecurity a part of their HR processes. These practices include thorough background checks during hiring, ongoing training on cyber awar...

  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...

  Introduction In the field of human resource management, the fast adoption of artificial intelligence (AI) is causing a transformation in the way that businesses now manage their personnel. Tools powered by artificial intelligence are rapidly being utilised in the banking sector of Sri Lanka in order to improve efficiency and decision-making. On the other hand, this shift toward algorithmic management makes significant ethical problems more pertinent. The Rise of Algorithmic Management The term "algorithmic management" stands for the use of data-driven systems for the purpose of monitoring, evaluating, and directing the performance of employees. Automation of recruitment systems, predictive analytics for performance management, and digital monitoring of staff actions are all examples of this type of technology in the banking industry. These technologies provide a number of major benefits, including increased efficiency, decreased bias in decision-making, and greater ...

  Introduction The banking industry in Sri Lanka has traditionally operated in a highly regulated setting where risk management and compliance have been given top priority. Although stability has been guaranteed by this strategy, its shortcomings were made clear during the 2022 financial crisis. Traditional compliance-driven HR procedures may not be enough to handle future uncertainties as the industry recovers. Agile HR appears as a viable remedy in this situation. Limitations of Traditional HR Models Rigid policies, sluggish decision-making, and hierarchical structures are characteristics of Sri Lankan banks' traditional HR systems. Although these systems are meant to reduce risk and guarantee compliance with regulations, they frequently lack the adaptability needed during emergencies. Many banks found it difficult to react swiftly to shifting employee demands during the recession, which led to lower employee morale and more plans to leave. In a setting characterised by ...

  Introduction Unprecedented voluntary turnover across businesses has been brought to light in the global conversation surrounding the "Great Resignation." The post-economic crisis workforce, however, offers a more complex reality in Sri Lanka's banking industry. Banks are seeing both selective attrition and what is known as "silent loyalty," where staff stay in their positions despite decreasing engagement and happiness, rather than just a mass exodus. Post-Crisis Workforce Realities Sri Lanka's financial sector was severely disrupted by the 2022 financial crisis, which led to decreased purchasing power, inflationary pressures, and currency depreciation. The impact on human capital has been significant, even if the banking industry has gradually recovered thanks to increased financial stability and stricter regulatory control. Workers had to deal with rising workloads, stagnant pay, and concerns about the stability of the company. Turnover was encou...