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.

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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Wikipedia defines the term “the elephant in the room” as referring “to a question, problem, solution, or controversial issue which is obvious to everyone who knows about the situation, but which is deliberately ignored because to do otherwise would cause great embarrassment, or trigger arguments or is simply taboo.

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Recent research findings reveal a big gap between financial organizations and high-performing companies when it comes to customer focus.

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As the traditional bank branch shrinks or even disappears in coming years, what becomes of branch staffing models? “The short answer is that everybody is making things work more efficiently and to improve engagement with the customer,” says David Hawkins, senior vice president and director of customer experience for Huntington Bancshares Inc.

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Leadership is without question one of the most important traits that any manager can exhibit, one of the hardest to quantify and measure and a skill that takes years to develop and refine.

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When the Patient Protection and Affordable Care Act (ACA; also known as Obamacare) is fully implemented at the start of 2014, it will likely impact how most banks staff their branches.

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If you ask bankers in the C suite about their New Year resolutions, you won’t find many who fail to mention time.

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