In an effort to bring more transparency to workplace demands, a leading global bank has introduced a pilot programme that uses digital tools to better understand how long junior bankers actually work.
JPMorgan Chase has started using digital tracking systems to monitor working hours of junior investment bankers. The initiative compares self-reported hours with data from internal systems such as video calls, keystrokes, and scheduled meetings. The goal is to create a clearer picture of daily workloads and support employee wellbeing.
As part of the programme, junior bankers receive weekly reports showing how their reported hours match their digital activity. The data is collected through IT systems that track work patterns across the day, offering what the bank describes as a more objective view.
The bank clarified that the tool is meant for awareness and not enforcement. “Much like the weekly screen time summaries on a smartphone, this tool is about awareness—not enforcement,” the company said in a statement to a global publication. It added that the initiative is designed to encourage conversations around workload and mental health.
This move comes as the investment banking industry faces increasing scrutiny over long working hours. Junior bankers have historically worked more than 100 hours a week. Earlier reports have also suggested that some employees were encouraged to underreport hours to meet internal limits.
Concerns intensified after the death of a junior banker at another major bank in 2024, which highlighted potential health risks linked to overwork, although no direct cause was officially confirmed.
In response, firms have started implementing safeguards. JPMorgan had earlier capped working hours for junior bankers at 80 hours per week and introduced protected weekend breaks, with some exceptions for deal-related work.
The bank’s latest step reflects a broader shift across the industry. Other firms have also introduced structured systems requiring employees to log daily hours and workload updates.
The use of digital tracking tools signals a change in approach, where monitoring is being positioned as a way to protect employees rather than control them. It also aligns with the bank’s wider strategy of using data and AI to improve workforce management.
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