Pros
- A large majority of colleagues create a positive experience for colleagues and customers. - Top-tier colleague ability to grow and progress - Huge investments in technology and branding are being realized - Job family objectives strongly align with mission & vision - Positive workplace culture aligns well with branding - Strong partner support to help retail colleagues achieve goals - Strong partnerships within lines of business to deliver a consistent customer experience - Branch, Community, and District production goals are attainable stretch-goals and are well-aligned with each other.
Cons
- Retail leadership depends on paid time-off alone to create work-life balance, which effectively does not exist for Branch Manager, Branch Community Manager, District Manager and Area Manager roles. - All levels of retail leadership appear to depend too strongly on retail blitzes/sales focuses, exposing the company to reputational, compliance and financial risk. It deviates significantly from the corporate culture and creates a sense of duality in the colleague that is nearly impossible to manage to. - Colleague turnover always falls on the Branch Manager: When a teller/banker quits, the BM is now a teller or banker and bankers take on overtime. When a BM quits, another BM runs multiple offices. Turnover is never felt by DMs or RAMs outside of increased talent acquisition activities. - Relationship Banker and Personal Banker goal levels align poorly to BM/CM/DM/RAM goals. - Size criteria of anonymous feedback surveys is too small (5 direct reports or higher) to ensure true anonymity.