Human Resources

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.

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.

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.

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

Ninety days – that’s the window of opportunity to cross-sell, upsell and optimize the lifetime value of a new retail banking customer, while their interest is at a peak.

In an effort to be an obliging father, I recently took my daughter shopping for some new clothes.

During my days coaching high school wrestling and softball, I learned an important lesson.

With revenues under pressure and cost-cutting measures moving to the forefront, the next few years are likely to be difficult for bank employees.

Anyone who hasn’t been living under a rock with the Geico gecko has likely noticed that the banking industry has been taking it on the chin for the past couple years.

Years ago, I went from being the senior operations officer for a large bank in a metropolitan area with a flock of VPs at my disposal to being senior vice president and cashier/operations division head for a small bank in a rural market.