Rick Hall
Feb 28, 2022

To get a better grasp of your culture during M&As, you must ask what your financial institution is quantifiably good at.

Local banks and credit unions can make meaningful strides in creating a more diverse, equitable and inclusive company culture.

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For Veteran’s Day, our podcast guest is Barclay Keith, who served in the Army in Afghanistan prior to co-founding the fintech firm Artis Technologies, where he is now CEO. He joins us to share insights on what veterans have to offer banks and credit unions.

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As banks adopt more advanced technologies, they need employees who can work alongside machines with creativity and the ability to solve problems.

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The surest path to get buy-in from C-suite leaders in financial services may be to frame DEI issues as a core business opportunity.

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For most companies, seeking a competitive advantage means creating products and services that differentiate them from the pack.

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Welcome to another decade, banking.

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As the banking industry faces tighter margins and increasing competition for customers, many financial executives find themselves looking to cost reductions and department downsizing to better their bottom lines.

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Community banks today find themselves under mounting pressure: The battle for deposits shows no signs of ceasing, new entrants to the space introduce unprecedented competition, customer expectations climb sky-high and technology continues to evolve at a dizzying rate.

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If  such a thing as slam dunks existed in the NBA’s human resources department—and perhaps they should, metaphorically speaking—then Eric Hutcherson would rule the realm with a winner’s credentials.

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How do progressive financial services organizations succeed? Here’s how their take on the talent makes all the difference.

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When it comes to filling banking jobs at a time when the national unemployment rate is under 4 percent—less than half of what it hit during the bleak financial crisis—E.

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Every day, banks compete for customers’ business and trust.

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Three weeks before his retirement in February, John S.

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Michael Alicea, executive vice president of global human resources for The Nielsen Company, wishes he had a dollar for every time he’s asked if the giant research organization’s Emerging Leaders Program is worth the expense.

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Now a leader at one of the nation’s Top 25 commercial banks, Julieta Falcón—who graduated from a distinguished business school—admits she had “zero knowledge of what a bank does.

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Fact: We have fewer associates in each branch.

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Times have changed—and mightily so—since bank staffers had to check out a coffee-smeared wall calendar in the back office to find out their schedules, block out requested days off or leave a sticky note asking for takers on a shift swap.

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For financial services organizations, compliance education is a necessary and regulatory requirement.

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Heading into November, the United States’ unemployment rate stood at 3.

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The topic of the universal banker is hot and the need for them is clear: Branch traffic is declining, banks have shrunk staffing to the minimum and as a result, 50-60 percent of all branches are staffed at the minimum level just to keep the doors open.

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