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.

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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Not Supported Financial institutions—and rightly so—put much emphasis on making consumers happy.

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Banks—so much built around numerical precision—often hew to a business equation that looks like this:  X transactions = Y branch staff.

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Community and mutual banks that have survived consolidation and attrition have found that meaningful local involvement extends beyond setting up a table at a summer festival.

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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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