Nepotism runs rampant - Personal Banker Canvas Credit Union Employee Review

This is Ryan Brown, VP of People and Culture and I’ve been with Canvas since 2016. We always welcome feedback on how we can get better. Know that my door is always open to chat and answer any HR related questions. Please feel free to reach out at ryanb@canvas.org. Todd Marksberry became Canvas’ president & CEO seven years ago. In addition to proven operational and strategic capabilities, Todd brought with him a fierce commitment to recruiting and retaining people who share values such as empathy, authenticity, and service to others. We call our employees “family members” because we believe it helps set the tone for how we treat each other. We invite our talented friends and family to come join us on this journey, but only if they serve a business need and are willing to give their all to serve our members. We hire and promote people based on clearly defined behaviors and performance outcomes. Hiring managers partner with our internal recruiting team to identify behaviors which are most likely to lead to success. We then build job-specific and behavior-based questions around DDI’s Targeted Selection process. Internal applicants undergo an even more extensive vetting process which includes demonstrated success at Canvas and leadership references. All job postings are posted internally for a minimum of three days. Each year, we proudly promote one in four people at Canvas (185 of 700 in 2021)! Our rebrand from PSCU to Canvas was the start of a new chapter for our credit union. We invest in what our members and family members tell us matter most. These include people, technology, and facilities. We’ve since completed 13 remodels and have 7 currently under construction. For our branches which have not been remodeled, our Canvas Consultants stand shoulder-to-shoulder with our members too. Lastly, it’s true that Canvas knows how to party. Whether it’s our Christmas parties, our upcoming Great Place to Work parties, or the many other opportunities for us to fellowship, innovate, and plan for how we can get better, spending time with one another has proven instrumental to building our unique culture. There is a strong business case in investing in these gatherings, especially coming out of global pandemic. A people-first culture cannot be nurtured via Zoom. We realize Canvas is not for everyone, and we know that people with a desire to grow, care for others, and an openness to be vulnerable is what makes Canvas a certified Great Place to Work. As Todd says to our new hires: “If you don’t like people, if you don’t like being around people, and caring for people, you probably are not going to like it here.” Our growth and member and employee surveys have proven that this approach works.