Cami Ressler 2018-01-27 08:53:42
Banks are often challenged with retaining and developing employees in the face of succession challenges, increasing market competition, and the operational demand to run more efficiently. Banks leaders can use these three proven approaches to enable employees to build their careers within your bank. 1.Developing employee soft skills is a way to help employees gain visibility and credibility for future roles within your bank. The good news, employees can do this while in their current role and not actively seeking an internal promotion. Teach your employees that your bank values soft skills—and that these skills are the most important skills to develop. Hard skills, or technical abilities, are valuable but not as important as soft skills. The payoff for banks is that employees do not need a promotion to a different role to deepen their soft skills. In fact, The National Association of Colleges and Employers asked hundreds of managers to list the top skills they seek in new professionals. Soft skills at the top of their list in what they are looking for in the next generation of leaders included: (1) Critical Thinking/ Problem Solving, (2) Oral/Written Communications, and (3) Teamwork/Collaboration. When employees understand what your bank values, they can add more value in their current role and enable you to build a pipeline for succession. Many banks are adopting a Universal Banking Model for customer service. Within that model, employees are expected to have the three skills referenced above in addition to demonstrating outstanding customer service. The Career Pathing program was designed to give employees the tools and soft skills required to perform effectively in these crucial customer-facing roles. 2.Helping employees expand their influence within the community is another strategy to enable employees to grow in the role they have. A key value most community banks hold is giving back to the community and being actively involved within the community. We need our employees to learn that even when they are “off the clock,” they serve as professional representatives of the bank requiring poise, professionalism and a positive, cando attitude. Managers can also talk to employees about community service opportunities. Many non-profits are short staffed and are experiencing budget cuts both at the federal and state levels. What better way to develop new skills that ultimately will benefit that bank than through service within a community based organization? While serving on a committee is obvious, employees can also teach, speak or mentor and receive mentorship. 3.Creating lateral moves within your bank can be a great way to build new skills and relationships and give employees exposure to different products and services. The reality is that many employees believe they are ready for a promotion but there simply is no place to go within the bank. Banks and most companies continually are asking employees to do more within their current role and this scenario creates a perfect opportunity to explore internal opportunities in a few ways. Managers might talk to employees about what they’d like to do more of, less of or start doing. Through collaboration within and across teams, stretch opportunities can be developed to get project work done that has been pushed back due to other priorities. Employees can further learn about your bank and explore new opportunities by conducting internal informational interviews and meeting with a leader in another division or department. Teach employees to see opportunities. Two good places to look are: (1) does your manger have an area of responsibility that you find interesting and could help free up his time?; and (2) Are there needs the bank isn’t able to address that an employee has the skill sets to respond to? Each of the strategies above are further explored within the upcoming Career Pathing program. Bank leaders can use this advice to help employees resist the temptation to leave the bank when they are at a career cross-roads and instead look for opportunities within the bank as the best way to build skills and their professional careers. CAMI RESSLER IS CEO AND FOUNDER OF RESSLER CAREER AND BUSINESS SOLUTIONS LLC. SHE CAN BE REACHED AT 717.350.4412 OR RESSLERSOLUTIONS@GMAIL.COM. “ENABLE EMPLOYEES TO BUILD THEIR CAREERS WITHIN YOUR BANK ”
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