JPMorgan Chase’s message to its global armada of software developers is clear: embrace AI or risk falling behind.<\/p>\n
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Internal company documents seen by Business Insider and posted to JPMorgan’s intranet for employees lay out a series of new expectations for the bank’s software engineering<\/a> workforce, who comprise the majority of its 65,000-person-strong Global Technology division. The newly listed objectives, published on the intranet earlier this month, say all software and security engineers are expected to “drive excellence” by adopting AI and “contributing to initiatives that improve productivity, speed, scalability, and impact.”<\/p>\n One document authored by the bank’s human resources leaders laid out two core objectives for software engineers: step up their coding game, and start harnessing AI<\/a> to save time and get more done. The new language about objectives “will be added automatically and will appear by the end of March,” an image of the document on the intranet showed \u2014 a reference to upcoming changes to employees’ goals expected to take effect at the end of this month. The firm also instructed workers to develop clear goals with their managers that align with the bank’s new objectives.<\/p>\n “Demonstrate measurable improvement in code quality, speed and productivity through regular use of approved AI coding assist tools, contributing to the team’s overall efficiency targets,” read one goal written by HR. “Engage in identifying, implementing and optimizing AI-driven automation opportunities within technology lifecycle management (TLM) processes to drive efficiency and support capacity unlock initiatives, ensuring all enhancements leverage current technology assets before considering new solutions.”<\/p>\n A spokeswoman for JPMorgan declined to comment.<\/p>\n JPMorgan is among Wall Street’s biggest spenders<\/a> on technology and artificial intelligence, with projected tech investments reaching roughly $20 billion in 2026 \u2014 far exceeding peers like Goldman Sachs<\/a>. Across corporate America, companies including Meta and Google have begun pushing employees to adopt AI tools and, in some cases, evaluating their use.<\/p>\n Business Insider spoke to five engineers across the bank who said the push to adopt AI has been felt far and wide \u2014 in managerial conversations, in intranet posts, and through dashboards that display who’s using certain AI tools, and who’s not. They added that discussions about productivity and AI adoption have become more frequent in recent weeks. It all comes as developers get ready for a pilot of Anthropic’s Claude Code to be rolled out as soon as April, said a longtime IT developer in the Global Technology group. Claude Code would be made available alongside the four other large language models coders are already using: two from OpenAI’s ChatGPT, and two from Anthropic’s Claude.<\/p>\n ‘Anxiety’ among developers<\/p>\n The developers Business Insider spoke to said they’ve been encouraged to use AI tools for a wide range of tasks, from writing code to preparing presentations. One dashboard that tracked adoption and usage of the bank’s GitHub Copilot appeared to show details as granular as which employees had installed it and identified individuals as “light,” “heavy,” or “non” users.<\/p>\n For some, the message has added pressure inside a firm that has drawn scrutiny in recent years for its use of internal monitoring tools and performance tracking. Business Insider published a series of reports<\/a> on the firm’s Workforce Activity Data Utility<\/a> in 2022, a program that collected data points about how employees were spending their day \u2014 from the length of video calls to how long they spent drafting emails to where they were sitting in the office.<\/p>\n “There’s a lot of anxiety in the environment right now,” the longtime IT developer said. Those who don’t use AI risk being seen as underperforming, the developer said. Another developer said their manager said in a recent meeting that availability of the new AI tools comes with an “expectation” that velocity and output should show “a noticeable increase” quarter over quarter.<\/p>\n Three of the five developers Business Insider spoke to said the tools are helpful, despite discomfort over the tracking.<\/p>\n New performance dimensions<\/p>\n The updated guidance on AI use comes as the bank implements other adjustments to how it ranks workers’ success on the job. Going forward, the bank said on the intranet portal, it’s streamlining some of the primary “dimensions” it uses to grade employees, pivoting to using two categories: “what you achieve” \u2014 business outcomes \u2014 and “how you achieve it,” including adherence to the firm’s behavioral principles.<\/p>\n According to screenshots from the bank’s intranet, JPMorgan will segment workers into three buckets: “stand out” for those who exceed job standards, “achiever” for the majority of employees, and “needs improvement” for those who require “additional support” and have struggled to perform consistently.<\/p>\n Another page Business Insider reviewed listed skills non-managers working in software engineering were expected to display across “all performance dimensions.” One is “Data Fluency,” noting that the skill is applied by those who develop and drive “adoption of new tools or methodologies to leverage data in the flow of work.” “Rate of adoption” is cited as one measurement of the employee’s impact toward exhibiting the skill in practice.<\/p>\n The documents from the JPMorgan intranet echo the firm’s long-standing culture of internal monitoring and data collection<\/a>, making clear that continuous performance tracking is vital for keeping workers on target throughout the year.<\/p>\n “You and your manager will use your objectives to track your progress during the year, recognize impact, and streamline your annual review,” the firm wrote on an internal page tied to goals.<\/p>\n Have a tip? Contact these reporters via email at ralexander@businessinsider.com<\/a> or SMS\/Signal at 561-247-5758 or atecotzky@insider.com<\/a> or Signal at alicetecotzky.05. 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