Karen Epper Hoffman
Jul 7, 2021

A growing focus on diversity, equity and inclusion has some banks and credit unions building more mentoring and career-pathing into the employee assessment process.

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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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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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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