Unlocking productivity in the BFSI workplace

New research from SPS’ State of the Workplace 2025 survey, conducted alongside WORKTECH Academy and focused on almost 200 BFSI employees across seniorities, suggests the stakes of the return to office are higher than risking employee engagement. The headline finding is stark: 51% of BFSI employees say they would look for a new job if their workplace experience is consistently inefficient – rising to 62% among senior leaders.

In a sector where specialist capability is hard-won and expensive to replace, workplace friction is quietly becoming a talent and productivity issue, not just a facilities one. Our respondents told us what works about their offices and what doesn’t to help us build an informed picture of an effective, modern BFSI workplace.

The office still matters – particularly for collaboration

It’s important to start with the fact that many people aren’t anti-office. BFSI employees are broadly content, even with 42% attending an office at least three days a week. 

53% of people primarily attend the office to collaborate, but less than half say collaborations areas are supportive.

What the data shows is a growing gap between why people attend and what the workplace actually enables. Employees most commonly cite collaboration as a top reason for office attendance (53%), with a further 25% choosing networking and socializing. And yet fewer than half of respondents describe their primary workplace as “very” or “highly” supportive, and collaboration areas in particular fall short: only 43% say collaboration spaces support their work. 

Additionally, difficulty maintaining focus appeared as the top frustration many employees had with their workplace. So it seems both collaborative teams and focused individuals want more from the office.

Ultimately, the office is still valued, but too often it isn’t delivering the distinct benefits employees are looking for when they show up. 

Mandates increase utilization, but not performance

A third of respondents say they visit the office primarily due to an organizational mandate, but there’s a clear split between seniorities: 43% of early-career employees attend due to mandates compared to just a quarter of senior leaders. 

That matters because mandates can quickly shift the narrative from “a workplace designed for outcomes” to “an attendance metric” – and the rising costs of commuting mean people don’t appreciate travelling to the office just to tick a box.

As a result, building a workplace that prioritizes employee experience becomes a powerful competitive advantage. Likewise, BFSI businesses that fall behind risk the expensive costs of replacing members of staff that leave for more forward-thinking competition. 

Technology and AI: adoption is real, but access and guidance aren’t equal

Employees are clear about whether they are willing to use AI tools to support their work: 64% of BFSI employees already say they use AI to complete work tasks. Everyone wants to be able to succeed without spending time on highly manual processes, and AI’s usability helps people feel empowered to work in a way that benefits them.

74% of managers use AI tools, compared to just 49% of early-career staff.

But usage is notably split between seniorities: 74% of managers and 68% of senior leaders/executives use AI, compared with 49% of early-career staff.

The policy gap mirrors that split: 42% of junior staff say there is no AI policy or don’t know if one exists, versus just 17% among senior leadership and executives. Without this vital guidance, context and training, less experienced staff risk missing the benefits to productivity that AI can offer.

Four practical moves BFSI leaders can make now

1. Design for “work modes”, not one-size-fits-all: create intentional spaces for focus, collaboration, and social connection – and make it easy to choose the right setting.
2. Measure what matters: complement utilization with experience and output signals, so attendance doesn’t become a proxy for performance.
3. Remove friction through integrated workplace tech: prioritize the end-to-end employee journey (finding people, rooms, resources, and support).  
4. Democratize AI responsibly: define clear policies, then communicate and train from the top down so productivity gains aren’t confined to leadership groups.