In an interaction with Enterprise Times, Gaurav Nigam, EVP & Business Head at NIIT Limited, shares his perspective on the changing dynamics of BFSI talent acquisition and development. He discusses how the industry is shifting to skills-first, hire-train-deploy models, the increasing importance of AI-led skilling, and the evolving expectations for entry-level workforce.
Enterprise Times: How do you define the widening talent gap in India’s BFSI sector, and how does it impact the overall growth scenario?
India’s BFSI sector is at the forefront of digital transformation, but the pace of innovation is outstripping the availability of job-ready talent. The talent gap today is no longer just about hiring enough people. It is about finding professionals who combine financial knowledge with digital fluency, AI readiness, regulatory awareness, and strong customer engagement capabilities.
As banks accelerate investments in AI, digital banking, embedded finance, and data-driven decision-making, entry-level roles are also evolving rapidly. Organisations are looking for candidates who can adapt to new technologies while delivering trusted and personalised customer experiences. The shortage of such talent can slow business transformation, increase onboarding costs, and impact service quality. Bridging this gap requires a stronger alignment between academia and industry, with skilling becoming an integral part of workforce planning rather than a post-hiring intervention. The future belongs to organisations that invest in building talent pipelines with the right blend of domain expertise, technology skills, and learning agility.
Enterprise Times: What is your opinion on the shift from traditional hiring to “hire-train-deploy” models and the role of AI-led skilling in the BFSI sector?
The shift towards hire-train-deploy reflects a broader transition from credential-based hiring to skills-based hiring. Employers increasingly recognise that potential, adaptability, and the ability to learn are stronger predictors of long-term success than academic qualifications alone.
The hire-train-deploy model allows organisations to recruit high-potential talent and prepare them with institution-specific knowledge before deployment. This significantly reduces time-to-productivity while improving employee confidence and retention.
AI-led skilling is becoming a critical enabler of this model. AI is reshaping banking operations across customer service, risk management, fraud detection, compliance, and relationship management. Consequently, AI literacy is no longer relevant only for technology teams. Customer-facing employees also need to understand how to use AI-powered tools responsibly, interpret insights, and deliver faster, more personalised service without losing the human touch. At NIIT, we believe AI should augment human capability, not replace it. Our learning journeys are designed to build financial knowledge alongside AI awareness, digital skills, compliance understanding, and behavioural capabilities that enable professionals to thrive in modern banking environments.
Enterprise Times: Tell us how NIIT Ltd is helping Indian banks to have an AI-ready talent pipeline.
At NIIT, we work closely with most of the top Indian private banks to build future-ready talent pipelines through industry-aligned learning ecosystems. Our approach combines domain expertise, technology-enabled learning, and outcome-based skilling to prepare professionals who are productive from day one.
Through our job-linked learning programmes and hire-train-deploy initiatives, we equip graduates with a strong foundation in banking operations, financial products, compliance, customer relationship management, digital banking, and workplace effectiveness. Alongside these capabilities, we are integrating AI awareness, digital tools, and data-driven decision making into learning journeys so that learners are prepared for the evolving realities of the banking workplace.
Our programmes are designed in collaboration with industry to ensure curriculum relevance and faster deployment. We also leverage immersive learning methodologies, including simulations, role plays, case studies, and scenario-based training to build both technical competence and customer-facing confidence. As the BFSI sector continues to transform, our focus remains on helping banks access a sustainable pipeline of AI-ready, customer-centric professionals who can contribute from the very beginning while continuing to grow with the organisation.
Enterprise Times: How are banks changing their hiring requirements for the entry-level workforce, and what sort of skills do they expect?
Banks today are hiring for future potential rather than current knowledge alone. While foundational banking concepts remain essential, hiring managers increasingly look for candidates who can learn quickly, embrace technology, and engage customers confidently.
The expectation now extends beyond product knowledge. Entry-level professionals are expected to be digitally proficient, comfortable working with AI-enabled systems, capable of analysing customer needs, and aware of evolving regulatory and compliance requirements.
Equally important are human skills such as communication, problem solving, empathy, relationship building, and ethical decision making. As routine processes become increasingly automated, these capabilities become key differentiators in customer-facing roles. This evolution calls for integrated skilling programmes that combine banking fundamentals with digital capabilities and workplace readiness.
Enterprise Times: What are some of the emerging trends in the BFSI skilling sector, including fintech, AI, and customer experience?
The BFSI skilling landscape is witnessing a significant shift as technology and customer expectations evolve together. One major trend is the growing convergence of banking and fintech, which requires professionals to understand digital payments, embedded finance, API-driven ecosystems, and emerging financial technologies. AI is also becoming deeply embedded across banking operations, making AI literacy, data interpretation, and responsible use of intelligent tools increasingly important for employees across functions.
Another important trend is the role of customer experience. Banks are differentiating themselves through personalised, seamless, and omnichannel engagement. This requires employees who can combine technology with empathy, financial advisory capabilities, and strong communication skills.
We are also seeing greater demand for continuous learning. Given the pace of regulatory, technological, and business change, skilling is no longer a one-time activity. It has become an ongoing process throughout an employee’s career.
