What we heard
The first Staff survey we conducted in 2018 (published April 2019) found that a significant number of bank staff feel under excessive pressure to perform at work. They also feel that working at their firm is having a negative impact on their health and well-being. Front Line staff responded most negatively in this area. 
 Source: IBCB Employee Survey 2018
Top 20 words used in the survey to describe organisations
What we did
A working group was formed with senior representation from our five member banks and including sponsors from the IBCB to collaboratively discuss staff pressure and resilience.
Following our initial session with the working group on Staff Pressure and Resilience we held a series of workshops in Q1 2020 with staff from various locations, backgrounds, locations, roles and levels across our five member banks, to explore further the issues relating to staff pressures.
Feedback received from Staff who attended was that the sessions were extremely worthwhile and engaging.
‘The interactivity between multiple staff members was great. It made us feel that our problems weren’t our problems alone. We might sport different ‘brand names’, but a collective identity in relation to the problems we face was an eye opener.’
‘What surprised me was that even though people in similar roles were sitting together at the tables, many of the issues faced were consistent across all 5 organisations.’
Results – Feedback
In 2021, the IBCB will examine this topic further, particularly in light of the remote working circumstances which a large proportion of staff are currently experiencing. We will also be liaising with relevant stakeholders on the “right to disconnect”, looking to establish best practice and working principles.
Additionally, the IBCB Staff Survey, éist, launched in February 2021 across our members banks will provide additional insights on the status of Staff Pressure and Resilience. The findings of this survey will inform the future initiatives launched under the heading of Staff Pressures and Resilience.
Lack of resources
Realise efficiencies before reducing headcount
Collaboration v silos
A day in the life of / Trading places programmes
Performance review and the ‘Bell Curve’
Regulation and compliance
Pressures from the Regulator
Retirement planning & support
Work / Life Balance
Flexibility v right to switch off