Shannon Audino
Apr 8, 2021

To achieve the best results, financial services organizations need to provide an environment where their employees can continue to grow.

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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As a lifelong baseball fan, I always look forward to this time of year, when just a few World Series contenders rise up from the pack of regular season hopefuls.

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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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