Employee engagement

The Montreal-based bank brought its earned media value up to $1 million by building an internal system for employees to share social posts about BMO.

Replacing employees is expensive in terms of both time and money. The real management challenge is identifying the drivers of employee churn and eliminating them.

Bank professionals largely agree that the customer experience shapes the way work is performed within their organization. However, there are some issues that get in the way of a customer-centric approach.

Amid growing awareness of mental health needs in the workplace, some banks are doubling down on benefits that go beyond traditional employee assistance programs. What's behind banks' heightened focus, and what's the long-term strategy for investing in this area?

The financial institutions in American Banker's Best Banks to Work For ranking are skilled in hiring new talent and ensuring those employees want to stay.

When running a bank branch, there are certain employee behaviors that must be nonnegotiable. But that still leaves plenty of room for improvisation and creativity.

The Truist Leadership Institute is part of a growing corporate leadership-training industry that says it's focused on creating more empathetic leaders. But critics decry the institute's blurring of personal and professional boundaries, and question its scientific backing.

Hannah Olson, CEO of disability compliance solution Disclo, explains how she moved through days of uncertainty when her startup's bank failed.

Refining internal processes and reassessing daily workflows is more important than ever at a time when bankers are frequently asked to do more with less.

The nation's three largest lenders — Mitsubishi UFJ Financial Group, Sumitomo Mitsui Financial Group and Mizuho Financial Group — said they are allowing more flexibility, eschewing a minimum number of office days per week, as experienced elsewhere.

The institution took the lead spot in American Banker's annual ranking of Best Credit Unions to Work For in part by giving employees freedom and flexibility in how they do their jobs.

Merely telling employees what to do may get the job done, but telling them why they're doing it fuels engagement.

From paying for lawn care when an Army Reservist on staff was deployed to offering employees office space and laptops for their children to do school work, United Bank in Alabama aims to make life easier for the people who work there. It is also ramping up internal training programs.

As part of the “New Normal” task force she created last year, Trolli set up an internal channel to provide information on topics such as managing remote work and parenting during a pandemic.

With tricked-out conference rooms, online career development tools and blocks of time for chitchat, Ally and Citizens are strengthening connections between colleagues during phased returns to the office.

The Texas fintech embraces a progressive culture and has taken steps during the pandemic to maintain a spirited vibe even as employees work remotely.

During 2020, our society has been faced with an economic crisis, health crisis, social justice crisis and environmental crisis. The pandemic has rapidly changed how banks engage with customers and employees; accelerating the shift from in-person interactions to digital engagements. Successfully leading a digital transformation requires much more than smart technology choices, culture is key.

Banks are good at updating tech for customers but need to do it for staff

A contentious presidential contest and social justice protests have forced employers to consider whether these types of topics should be discussed in the workplace.