Middle of the Road - Branch Manager KeyBank Employee Review

3.0
Jun 18, 2015
Recommend
CEO approval
Business Outlook

Pros

Good Benefits. Decent Pay scale Flexible I had two different roles within Key, one had more freedom than the other, but both offered some control and work/life balance.

Cons

I was a consistent top performer, but the bonus program was next to nothing. Goals were not based on Market data and analysis, but formulaic and generic. This would put some markets in positions of overall failure to plan, but still allowing the company to acquire profit. Very conservative and Risk Averse, even when presented with solid portfolios were presented. Very slow to make decisions, and not supportive of community involvement and engagement outside of Cleveland area. Upper Management very controlling, essentially making market level leadership ineffectual. Numerous cuts, layoffs and restructuring that actually made processes worse. Lack of vision. Very limited movement available.

Explore other reviews about KeyBank

5.0
Jun 3, 2026
Recommend
CEO approval
Business Outlook

Pros

Culture, opportunities, industry leading products and benefits

Cons

Internal politics and favoritism blocks talent

3.0
Jul 20, 2026
Recommend
CEO approval
Business Outlook

Pros

Generous PTO allowance; Get to build relationships with local customers. Can be a great company to work for so long as you are not in the Eastern PA region. Key Bank's acquisition of First Niagara Bank (FNB) in Eastern PA left a void in regards to lack of consistency in executing Key Bank company culture and leadership in the acquired Eastern PA region, which functioned as a hybrid of Key Bank's culture & processes, as well as old FNB culture & processes.

Cons

Forced to spend too much time focusing on checking account openings, credit card applications, and work on the teller line. Management expects you to focus more on getting a client to a certain wellness score as a metric versus being given the time to perform an in-depth financial planing analysis for each client. Getting clients to discuss their investment portfolio outside the bank takes time and relationship building. Management expects you to push products and advice in such a way that you are performing immediately to the role's metrics versus being given the time to build relationships, which not only takes time, but typically has very large rewards by way of significant investment & insurance business. Management exprects an SLRM to put way more focus on the branch's banking needs and doesn't probvide the time and proper resources needed to acquire & properly service investment clients. Branch management encourages predatory behavior among the floor sales team instead of working with a team approach. Referrals from tellers and Personal Bankers are highly depended on how competitive the branch environment is versus a "There's no 'I' in team" approach.

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