In the dynamic realm of advancing technology, maintaining a competitive edge demands more than mere adaptability; it requires an unwavering commitment to the continuous upskilling and reskilling of the workforce. This resolute commitment stands as a cornerstone of UBS, the multinational investment bank and financial services company. UBS’ approach extends beyond conventional talent development, delving into the creation of inclusive environments and gender-neutral recruitment processes, showcasing a comprehensive strategy that ensures diverse communities harmoniously coexist.
Jyothi Menon, country head-HR and head, APAC HR Service Delivery, UBS, articulates the organisation’s deep-rooted values in diversity, equity, and inclusion (DE&I) coupled with talent development. According to Menon, “Our values are deeply embedded in the belief that each individual brings unique capabilities, perspectives and experiences to the table.” This philosophy, treating diversity as a valuable asset enriching the organisational culture, is integral to UBS’ success.
“Our focus remains on constant enhancement and self-upgradation, directed towards cultivating a culture of sensitisation and acceptance, recognising that we are all in this together.”
Jyothi Menon, country head-HR and head, APAC HR Service Delivery, UBS
In India, UBS initiated its journey towards gender balance and expanded its inclusivity umbrella to encompass LGBTQ+ and disabled communities. The company has cultivated an inclusive environment through sensitisation initiatives designed to address unconscious biases and foster a workplace where different communities thrive together. In recruitment, UBS distinguishes itself as an equal-opportunity employer, emphasising transparency globally and in India.
The company actively combats inherent biases through sensitisation sessions extended to recruiters, hiring managers, and line managers. Demonstrating a proactive stance, UBS incorporates gender-neutral job descriptions and collaborates with external agencies for diverse hiring panels.
Internally, UBS has established networks such as women in India, pride and allies, ability, young professionals, and cultural awareness, each contributing to different facets of diversity. Specialised programmes such as the career comeback programme for women on sabbatical and the veteran associate programme for armed forces personnel transitioning to corporate roles reflect the company’s commitment to diverse talent pools. UBS also features a male allies programme to support gender equality. All DE&I initiatives are overseen by the India DNI core group, ensuring a comprehensive approach with representation from various functions.
Measuring the impact of these initiatives is an ongoing process for UBS, involving continuous tracking and statistical analysis. Menon notes a positive trend, including more women returning to the workforce and assuming roles in technology and finance, indicative of the success of UBS’ initiatives. On the talent development front, UBS aligns its focus with the rapidly evolving financial services landscape, emphasising continuous upskilling and reskilling to remain competitive. Key areas of focus include digital, data, and design thinking, with a tailored approach to meet specific function requirements.
UBS’ skill assessment is a crucial component of its talent development strategy, evaluating the existing skill sets of its employees in the face of technological advancements, regulatory changes, and increased competition in the financial services sector. After identifying required skills, the company aligns individual employee development plans with overarching organisational goals. Function-specific developmental programs are prepared to cater to unique requirements, emphasising customisation to meet the diverse needs of each function.
In addition to technical and functional aspects, UBS implements interventions and programs focused on building a diverse and inclusive workforce. Leadership development courses, Brown Bag sessions, and initiatives supporting the career growth of women at different ranks and platforms underscore the company’s commitment.
The emerging women leader programme, a proactive initiative born out of feedback from departing women employees, offers a comprehensive learning journey for high-potential women. The certified engineers programme in India, emphasising engineering excellence, has seen over 600 successful participants, showcasing the initiative’s success.
UBS integrates personal development plans within the performance management system, ensuring that high-potential talent is identified based on both performance metrics and behavioural aspects aligned with the company’s core values. The Talent and Development Council, comprising heads of functions, collaborates to identify learning requirements, adopting a localised and tailored approach.
Reverse-mentoring programmes at UBS provide leaders with insights into diverse communication styles, and the ‘human library’ concept connects leaders with individuals from LGBTQ+ backgrounds to foster understanding and gather different perspectives.
Amidst technological advancements, UBS prioritises human aspects, cultivating a culture of sensitisation and acceptance. Jyothi Menon emphasises, “Our focus remains on constant enhancement and self-upgradation, directed towards cultivating a culture of sensitisation and acceptance, recognising that we are all in this together.” UBS’ multifaceted strategy, encompassing diversity, talent development, and inclusivity, exemplifies a holistic approach to navigating the shifting tides of workforce dynamics.
