When I first began teaching at university, I often heard colleagues complain that each generation of students was less capable than the last. Frustration pervaded the classroom. Later, as the university came under mounting enrollment pressure, faculty attitudes began to change. Teachers stressed that education should be open to all, while the more proactive among them asked: “What can we give them that they can take away after graduation?” The principle behind this shift was simple: teachers exist to teach students.

After joining TABF, my primary responsibility became to serve the financial sector. I have heard mid-level bank executives recall: “When I was first assigned to a branch, my manager never softened his words. But his strict guidance helped me develop the skills I have today.”

Then, turning to the present: “I speak much more gently now and make a point of asking new employees whether they need help. Everyone worries about losing new hires, and senior management often reminds us that leadership is about winning hearts as well as guiding people.” The principle behind this adjustment is equally straightforward. Financial institutions exist to serve their customers, but without new employees, they cannot sustain or expand those services.

Without service expansion, business will continue to slip away. One frequent proposal at management meetings is for AI to solve the problem, but this comes with its own prerequisite: “We need to recruit young professionals to implement these projects.”

Human resources then delivers the bad news: “Whether in AI applications or cybersecurity, we cannot attract enough qualified candidates.” When the CEO asks what can be done, the response may be: “We hear that another bank has raised compensation in its AI division to match tech sector levels. Should we consider doing the same?”

The CEO presses further: “Are there other ways to attract talent? Some banks have redesigned their offices to resemble start-ups. Does that work?” In practice, young professionals are often the most adept at applying innovative technology. Before fintech solutions can be deployed, however, banks must provide environments where they can be tested while meeting compliance requirements. To develop successfully innovation, financial institutions require effective collaboration between new talent and seasoned professionals.

To retain this talent, experienced employees must adjust their mindsets to give new colleagues room to experiment and make mistakes, enabling them to build track records of solving old problems in new ways. They need room to contribute: to test different approaches within controlled risk limits, learn through trial and error, and gradually deliver measurable innovation.

The cover story of this issue of the Taiwan Banker examines the financial sector’s challenges recruiting, developing, and retaining talent. Drawing on workforce statistics, human resources surveys, and perspectives from both domestic and international banks, it offers a sharp analysis of current problems and trends, together with practical solutions.

Meanwhile, this issue also features a strong collection of fintech articles exploring emerging opportunities in digital finance and virtual assets – substantial enough to make up a second cover story.