Employee engagement

In partnership with Best Companies Group, CU Journal presents the latest edition of this popular annual ranking program.

Credit unions announced new regional and branch managers in addition to hires in the loan origination department.

Management at the Oklahoma City bank prides itself on listening to employees, and embracing the volunteer policy suggested by the chief marketing officer is just one example of that.

When H. Lynn Harton joined United Community Bank seven years ago, he knew he was on track to eventually become CEO. But he still felt he had to earn it.

Executives of the Wisconsin bank realized employees weren't getting enough direction so they adopted a strategy that breaks objectives into smaller steps.

Many of the 85 banks on our seventh annual Best Banks to Work For list have novel approaches to leadership, communication and more.

Executives at Atlantic Capital Bank had to take a hard look at its strategy and culture after the acquisition of First Security Group dampened employee morale.

The Tennessee bank was able to give employees more flexibility and cut its costs in half for its biometric screenings initiative.

The two banks' strong chemistry helped 1st Security's integration of Anchor go smoothly.

Employees of the Minnesota bank get a $500 "self-improvement allowance" each year.

The Best Companies Group, in collaboration with American Banker, completes an analysis of employee surveys and reviews information on employer benefits and policies to develop the annual ranking.

CUs can't always offer the same salaries as fintech startups and major corporations, but a host of strategies can help them recruit those candidates and keep them for the long haul.

Executives can learn a lot from others at all levels of their organizations if they are willing to listen and take in feedback.

If your employees are unhappy, your customers will be the first to notice. Showing a little appreciation may be an investment in keeping both.

New tech-focused programs for employees can help banks evolve from within.

Gone are the days of a traditional career ladders, so credit unions must be willing to adapt to an evolving business landscape and employee expectations.

Community banks need to focus more on how their employees talk about the bank and less on new competition moving in.

It’s important for managers to address employee disputes, especially as generational differences are increasing.

In a hyper-competitive job market, credit unions are finding creative ways to keep staff engaged and sweeten the deal for potential new hires.

A shrinking bank landscape is creating potential opportunities, but analysts are mixed as to whether credit unions will see any growth as a result.