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.

Ford recently fired its CEO Mark Fields, seemingly out of the blue.

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Financial institutions have long used float (or flex) staff for scheduling issues such as handling teller line absences.

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When savvy financial marketers ponder “What’s next?” transformation very likely comes top of mind as a path to the answer.

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Somewhere between the concerns of bank marketers and discerning consumers, one essential truth sometimes gets lost: Great customer experience starts with engaged, productive employees.

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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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