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Andy Maclean, Global Head of HR for Technology & Operations at Standard Chartered, shares how the bank is using AI and technology to upskill employees, match talent to critical roles, and build a future-ready workforce in a rapidly changing world.
It is undeniable that the rapid rise of technologies, like artificial intelligence (AI), is not only transforming the way we work, but reshaping the landscape of work. According to the World Economic Forum’s 2025 Future of Jobs Report, global workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period.
AI-led innovation, combined with evolving client expectations are accelerating changes to how people work, learn and collaborate. Less than a decade ago, the proliferation of new technologies was met with trepidation about what these would mean for the future of work.
Fast forward to today and we see that more workplaces are embracing the opportunities that can be harnessed through the adoption of responsible innovation instead of viewing it as a threat. This is particularly so for skills-first organisations, like Standard Chartered, that have invested in ensuring that employees are equipped with future-ready human skills, such as leadership, resilience and problem solving, as well as technical skills, such as AI, big data, cybersecurity, that keep pace with client needs.
Technology as a trusted enabler, not a threat
At large financial institutions, we see the scalability of new technologies as a golden opportunity to provide superlative client services, manage risk effectively, and improve the daily experience of our colleagues. Harnessing the transformative power of data and AI is not just the smart thing to do, it is a business-critical imperative. To scale AI responsibly across a multi-jurisdictional bank such as Standard Chartered, we have identified foundational elements that ensure we adopt AI in a safe and sustainable manner for the long-term.
Firstly, we have made talent and literacy a critical pillar in our AI strategy. Recognising the importance of human capital is something that goes hand in hand with shaping the skilled workforce of the future. We do this by recruiting top-tier AI professionals who specialise in diverse business applications and cutting-edge technologies. We also strive to improve the AI literacy and competency of existing employees by providing them with the necessary training and networks to deepen their AI proficiency.
Here, our AI Learning Hub and Data Management Learning Marathon are key initiatives that go beyond technical training to upskill our people in data analytics and AI tools needed to leverage human-AI collaboration to the fullest. To date, more than 30,000 colleagues have engaged in some form of AI upskilling.
Secondly, we are intentional about embedding learning into the way we work, ensuring colleagues are clear on how AI is driving business outcomes and solving our clients’ problems, and maximising opportunities for internal career development.
We have shifted our focus from a traditional ‘reskill and redeploy’ model to a more dynamic ‘deploy and develop’ approach. This means redeploying colleagues based on their existing skills and then developing additional future skills that emphasise employability.
Robust, scalable technology platforms to empower talent
Finally, along with investing in human capital, we invest in robust and scalable platforms, which are powered by high quality data and tech infrastructure, to provide critical support for our AI Initiatives.
A bank like Standard Chartered faces the complex challenge of operating in over 50 markets with a large and distributed workforce, evolving client needs and regulatory expectations. Our focus is not just on filling roles, but on retaining, developing, and future-proofing talent while unlocking internal potential and driving productivity.
By building intelligent talent pools integrated with our customer relationship management (CRM), we are matching skilled talent in critical roles more effectively. By leveraging AI-enabled sourcing, we have built a pool of over 600,000 candidates, supported more than 250 recruitment events, and enabled hiring into high-impact roles that may have been overlooked by traditional hiring methods. This has helped deliver over 2.5mn touchpoints with individuals in our network, while strengthening both quality and diversity of hires.
Our internal AI-enabled talent marketplace now supports over 39,000 active users globally, matching employees to critical roles and reducing vacancy times. We have unlocked around USD8.5mn in productivity gains since the marketplace launched by deploying skills at speed across our global network through more than 2,700 ‘gigs’.
We are also redefining processes through AI-enabled tools such as SAP SuccessFactors pilots, digital onboarding, compliance assistants, and 24/7 chatbots. These innovations are already improving efficiency, accelerating readiness, and creating a more seamless talent journey.
Amid emerging drivers such as rising cost of living and the widespread of adoption of AI tools in the workforce, we see effective reskilling and upskilling initiatives, along with improving talent progression and promotion, as critical for talent attraction in the transforming global workforce.
Technology can, and should, be leveraged as an enabler to build a future-ready, inclusive workforce – one that embraces continuous learning and responsible innovation.
Photo / provided (Featuring Andy Maclean)
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