2 . Talent Acquisition in the Banking Sector





Talent acquisition is not just the conventional method of recruitment but a tactical mechanism of recognizing, engaging, and employing motivated people with the ability to foster organizational success in the long-term (Vikas, et al., 2024). This process in banking industry entails developing employer brand that will attract professionals who desire career stability, growth, and innovation.

Multi-channel methods of recruitment are employed by most of the major banks including Commercial Bank of Ceylon, Hatton National Bank (HNB) and Sampath Bank. They are digital job portals, LinkedIn hiring, university career fairs and internal referral programs. The Resource-Based View (RBV) theory is in support of such a practice as it acknowledges that human talent is a special resource that produces sustainable competitive advantage (Mailani, et al., 2024). The knowledge of customer service, financial risk, and compliance cannot be readily duplicated by the competitors as this is what the employees know, and proper recruitment is one of the key success factors.

Employer Branding is a technique applied by banks globally in the attraction of potential candidates (Al-Quraan, 2021). As an illustration of such advertisements, HSBC and Standard Chartered emphasize their tech-oriented and inclusive culture. Sri Lankan banks have begun to embrace analogous branding locally by utilizing the social media platforms and graduate programs. Nevertheless, the 2024 Economic Review of the Central Bank of Sri Lanka indicates that labor force participation has dropped down to 47.4% with most of the young professionals opting to work elsewhere (CBSL, 2024). This migration poses a stiff competition among the local banks to attract and retain quality workers.

To overcome this, banks have resulted to using internship-employment as a way of developing talent in the future by collaborating with universities. An example is the Graduate Trainee Program by People’s Bank and the Future Leaders program of NDB as these are both geared towards developing a pool of young, qualified bankers (AdaDerana, 2024) (People’s Bank, 2023). These are in line with Talent Management Models which focus on identifying persons with high potential at an early stage.

Moreover, digitalization has changed the way of hiring. Recruitment tools, which are based on AI, enable banks to filter resumes effectively, administer virtual tests, and minimize bias. This reduces the hiring time besides enhancing the candidate experience (Raji, et al., 2024). However, smaller banks continue to find it difficult to continue to compensate and advance the career of the talented with the same salaries and career advancements provided at multinational institutions, which makes talent acquisition a continuous problem.


Reference

Vikas, S., Mathur, A., Adavi, S. & Mohmmed, J., 2024. Recruitment and the Role of Hr in Talent Acquisition: Optimal Methods for Hiring Top Talent.

Mailani, D., Hulu, M. Z. T., Simamora, M. R. & Kesuma, S. A., 2024. Resource-Based View Theory to Achieve a Sustainable Competitive Advantage of the Firm: Systematic Literature Review. International Journal of Entrepreneurship and Sustainability Studies , 4(1), pp. 1-15.

Al-Quraan, A. B., 2021. Role of employer branding in enhancing the talent management strategies: applied study at commercial banks of Jordan. Independent Journal of Management & Production , 12(7), pp. 1962-1983

CBSL, 2024. Central Bank of Sri Lanka’s 2024 Economic Review, s.l.: Central Bank of Sri Lanka. 

AdaDerana, 2024. NDB Champions Future Leaders through Partnership with NIBM School of Business. [Online]

 Available at: https://bizenglish.adaderana.lk/ndb-champions-future-leaders-through-partnership-with-nibm-school-of-business/               

[Accessed 12 November 2025].

People’s Bank, 2023. Information Technology Graduate Trainees. [Online].

Raji, George, V., Iyer, R. S. & Sharma, S., 2024. Revolutionizing Recruitment: The Role Of Artificial Intelligence In Talent Acquisition. ShodhKosh: Journal of Visual and Performing Arts , 5(1). 

Comments

  1. Sachithra GarusingeNovember 26, 2025 at 7:46 PM

    A clear and insightful explanation of how talent acquisition in banking has evolved into a strategic, long-term process rather than simple hiring. Your discussion links multi‑channel recruitment, employer branding, and graduate pipelines directly to theories like the Resource-Based View and talent management, showing why skilled bankers are a rare competitive asset. Referencing Sri Lanka’s falling labour force participation and youth migration adds strong local relevance, while examples such as trainee programmes and AI-enabled recruitment highlight both innovation and the ongoing challenges faced by smaller banks.

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    Replies
    1. Imeshi UdenikaNovember 27, 2025 at 6:32 AM

      Thank you very much for your thoughtful and encouraging feedback. I’m glad that the explanation of talent acquisition came across clearly and that the connection to strategic HRM theories such as the RBV and talent management framework added value to the discussion. Your point about the relevance of Sri Lanka’s labour market challenges—including declining participation and youth migration—highlights exactly why banks must rethink their long-term recruitment strategies. I also appreciate your recognition of the examples provided, such as trainee programmes and AI-enabled hiring, as these illustrate both the opportunities and constraints faced by banks today. Your feedback motivates me to continue exploring these issues with more depth and practical insight.

      Delete
  2. Rahal MaddumageNovember 27, 2025 at 10:01 PM

    This section clearly explains how talent acquisition in banking has shifted from basic recruitment to a strategic, long-term approach. It highlights how employer branding, digital tools, and university partnerships help banks attract skilled candidates in a competitive market. The examples make the concepts practical and easy to understand. Overall, it provides a strong explanation of why modern talent acquisition is essential for building a sustainable workforce in the banking industry.

    ReplyDelete
    Replies
    1. Imeshi UdenikaNovember 28, 2025 at 8:44 AM

      Thank you for your insightful feedback. I’m glad to hear that the section effectively captured how talent acquisition in the banking sector has evolved into a more strategic and forward-looking process. Your acknowledgement of the role played by employer branding, digital recruitment tools, and partnerships with universities reinforces the importance of these elements in today’s competitive labour market.

      I appreciate your comment that the practical examples helped clarify the concepts. Your feedback is encouraging and will support further strengthening of the analysis as the work progresses.

      Delete
  3. Sajeewani NisansalaNovember 29, 2025 at 5:49 AM

    Your , article explains that talent acquisition in banking is more than recruitment; it is about attracting and hiring skilled people for long-term success. Banks use multiple channels like digital platforms, career fairs, and referrals to find the right talent. Employer branding and internship programs help attract young professionals and develop future leaders. Digital tools and AI have improved recruitment efficiency and reduced bias. However, smaller banks face challenges in competing with larger institutions in salaries and career growth, making talent retention difficult.

    ReplyDelete
    Replies
    1. Imeshi UdenikaNovember 29, 2025 at 8:36 AM

      Thank you for your detailed reflection. You’ve articulated the core message very well—talent acquisition in banking truly goes beyond filling vacancies. It’s about building a long-term, future-ready workforce.

      I appreciate how you highlighted the role of multi-channel recruitment, employer branding, and internships in attracting young talent, as well as the growing impact of digital tools and AI in making the process more efficient and fair.

      You also make an important point about the challenges faced by smaller banks. Competing with larger institutions on pay and career prospects remains a real barrier, which is why thoughtful retention strategies and a strong employee value proposition are essential.

      Delete
  4. Shehan AkalankaNovember 30, 2025 at 8:33 AM

    Excellent insights into talent acquisition in the banking sector in Sri Lanka. I like how you emphasized the strategic role of employer branding, university collaborations, and digital recruitment tools while linking these practices to RBV and talent management models. The discussion on challenges posed by labor migration adds an important context.

    ReplyDelete
    Replies
    1. Imeshi UdenikaDecember 2, 2025 at 5:29 AM

      Thank you for your thoughtful feedback. I’m glad the emphasis on employer branding, university partnerships, and digital recruitment—along with the connections to RBV and talent management models—resonated with you. Your recognition means a lot.

      Delete

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