Huntington Bank reviews

- 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.

PTO days are both sick and vacation time and must be scheduled as vacation time, yet when you must use one on a whim as a sick day, you get "demerits". Must stand all day if you are a teller as there is a "no sitting" policy and they do not allow chairs at all behind the line. High turn over in sales roles, very high monthly sales goals