Monica Hovsepian
Sep 3, 2020

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

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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