Nicola Hancock
Oct 11, 2021

Today’s shortage of skilled IT workers stands to get worse as more industries and companies accelerate their digital transformations.

The term talent management is used often and in many different contexts, but what is it really? And why is it important to the success of organizations? We most often think of it as an organization’s efforts to recruit, retain, and train high quality staff members.

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Patty McCord has no time to wait for your slow, methodical—she might add “plodding”—approach to change.

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Financial institutions continue on their quest to discover efficient, productive new methods that meet—and hopefully exceed—the high expectations of banking customers.

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Branch locations are closing and footprints shrinking, but branches continue to play an important part of customer experience.

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What happens when employees at a financial institution admit to committing illegal activities directly related to a company culture? As anyone who follows industry news will tell you, it’s far from a theoretical question.

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Ford recently fired its CEO Mark Fields, seemingly out of the blue.

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Financial institutions have long used float (or flex) staff for scheduling issues such as handling teller line absences.

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When savvy financial marketers ponder “What’s next?” transformation very likely comes top of mind as a path to the answer.

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Somewhere between the concerns of bank marketers and discerning consumers, one essential truth sometimes gets lost: Great customer experience starts with engaged, productive employees.

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Like never before, technology and customer demands are changing the retail banking experience and options.

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Editor’s note: In the first of a two-part series, BAI Banking Strategies Online retraces the steps taken by three female InfoSec executives that led to industry success.

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How will retail banking’s changing service model define the branch of the future? With adoption of online and mobile banking on the rise, customers are visiting branches less frequently.

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When channel switching on TV, I always tend to linger on three programs: Kitchen Nightmares with the always-profane Gordon Ramsey, Restaurant: Impossible with Robert Irvine, and Bar Rescue with Jon Taffer.

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In recent years, banks have been focused on driving costs out of the branch network with self-service technology, branch closures and staff reductions.

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The “open office” is a growing trend in corporate America.

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Recently, I ran into a former colleague who was bemoaning that he had been fired.

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By now, most banks have set their 2015 targets into motion, including return on assets, return on equity, efficiency and asset quality goals.

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How much should community banks and credit unions pay their employees in the current tough banking market? That’s a question that we probed in the 2014 edition of our Retail Salary and Benefits Study for Community Banks and Credit Unions.

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Are retail banks building strong foundations for cross-sell or forfeiting major opportunities? A lot depends on the approach to onboarding, a set of activities aimed at cementing and expanding new customer relationships.

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Throughout the year, readers of this publication have been advised by various authors that revenue growth is easy if banks reorganize their sales processes; that improved innovation is possible if banks leverage internal talent; and that customers will be retained if banks can deliver services more focused on specific customer needs.

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