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.

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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When you come across the words “bank efficiency,” more than likely “technology” and “consolidation” are in the vicinity.

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