Pros
Training resources, available benefits, colleagues
Cons
Poor research and development; worse implementation; subjective evaluations; lack of quality leadership. Regions is a place where unquestioned loyalty is rewarded. However, if an associate questions the efficacy or veracity of a system, that associate is blacklisted. Upper management wields far too much power in areas where Human Resources should govern. A simple personality conflict can derail your entire career at Regions. The CBM controls the mobility of all associates in the managed district. When associates look to grow, the CBM must agree or the promotion will be nixed. Many CBMs are territorial over their associates, with some possessing a slave owner mentality, as if they control your entire career progression. Well, they do. They prevent transfers. They undermine promotions. They do all of this without oversight or explanation. They gaslight employees by constantly moving expectations. Once an associate reaches the objective, measurable thresholds for advancement, the CBM must perform a “wholistic” review before the associate can promote. If the associate is a producer, then often the CBM exercises control over the associate to force said associate to remain in the district. This solely benefits the career progression and bonus payout of the CBM, while installing a glass ceiling over producing associates. Regions often pushes out pilots to associates that have bugs, glitches, and fail to meet minimum beta standards for usage. In R&D, Regions employs the learn as we go mentality. Regions data mines its customers without their informed consent. When, this was discussed amongst my colleagues, no one seemed to care. In fact, those at the CBM level and higher increase pressure to data mine as a part of a formal metric system. Yet, Regions has not informed a single customer as to the nature of the data mining. Regions is reactive. Every system in place has been put there to prevent a Wells Fargo type of fiasco. However, Regions’ sales practices are just as demanding as those that were at Wells. Regions employs a CYA approach to sales. “Make sure you follow the process,” but also, “make sure you produce at [X] level.” You can either be process driven or ends driven. Following this hybrid approach is disingenuous at best, unethical at worst. Regions is full of “yes” men and women, at all levels, and that devalues the creative process. Moreover, it fosters a conform or leave managerial model. There are no leaders at Regions, only supervisors and bosses. They love to bark orders (eh, provide coaching plans), but when an associate is in the muck, they choose to let that associate get swallowed up instead of getting in the muck with him or her. It’s sad and disheartening. There’s a better way to lead, Regions. You are doing your associates and customers a disservice with the current model.