If you’ve been out to dinner this summer, you’ve no doubt been waitlisted at a restaurant that had plenty of open tables but not enough servers. Perhaps you’ve had a recent flight canceled for lack of a crew. [Continue]
What banks (and really, any industry) can learn from the current spike in layoffs is that former employees can be quite vocal about their last moments with a company. Consider mortgage company Better.com’s callous firing of 900 people via Zoom. [Continue]
We have heard a lot about the Great Resignation; well, I just learned that all those people who are quitting their jobs are not necessarily happy with their decisions. Johnny Taylor, the president and CEO of the Society for Human Resource Management, declared recently that 72 percent of those folks regret their decision. For those looking to attract or keep employees, he also offered insight into workforce desires. [Continue]
Last fall, 73 percent of employers reported difficulty finding employees, and nearly the same number of employers expect that difficulty to continue. In order to compete for talent, community bankers have had to get creative and strategic by partnering with nonprofits, state bankers associations and institutions of higher learning. [Continue]
Mary Jayne Crocker, executive vice president and chief operating officer at Twin Cities-based Bridgewater Bank, speaks about the bank’s unconventional culture and how it attracts and retains talent. Transparency, accountability, continuity and recognition all play important roles, from onboarding to discerning when an employee is no longer a cultural fit. [Continue]
Recruiters say a complicating facet of attracting and retaining key bank employees is a surplus of retirement-age bankers and the deficit of college graduates entering the industry. Stuart Kazor at Omaha, Neb.-based financial recruiting firm Adams Inc., noted other industries or roles, especially fintechs and IT positions, are more lucrative. [Continue]
Businesses across the country have reported that they are struggling to hire, and the banking industry is certainly not immune. In what has been dubbed “The Great Resignation,” this has become a reflection of the shifting priorities of employees. In a survey by CreditKarma, 41 percent of U.S. workers are considering leaving their current job within the next six months. The current pressure that banks are feeling to hire may be only the tip of the iceberg between not being able to fill open roles and the potential that existing employees may leave. [Continue]
To succeed in business, one must be competitive, nimble and always on the lookout for the Next Big Thing. It’s no different in banking, especially as the pandemic increased people’s use and acceptance of digital tools. What does that mean for today’s managers? More pointedly, perhaps I should ask: What does that mean for tomorrow’s managers? [Continue]
When someone is a natural leader, they aren’t trying to lead. Normally they are just being themselves and others choose to follow them because they are inspired to do so. Natural leaders tend to bring more ideas to the organization and are action oriented. [Continue]
When you’re on vacation, are your coworkers or direct reports frequently contacting you for solutions to normal work issues? The good news is that you are in the driver’s seat when it comes to empowering your team to make decisions in your absence. [Continue]