whether this is due to a lack of qualified candidates, poor judgement, or a combination of the two.These issues have been causing many problems, particularly with retaining talented employees and maintaining a high level of employee engagement. The bank appears to be combatting this by realigning their job titles at the branch level and by making a big push toward our ATM’s and digital services. While the impact on the customer traffic is somewhat noticeable,customers will always have issues that require the assistance of a person within the bank that cannot be corrected by simply dealing with an automated service. A major flaw that I was discussing with my outgoing manager regarding the hiring and retention issues is that our regional manager appears to have a plan for most, if not all employees that she oversees. When one of these employees applies for an internal position that is not part of her plan, she pushes very hard for the person she feels is the best fit to apply and completely slights the potentially more qualified employee. This has happened twice within the last two months for two rather high-profile positions that came open and has left many questions among the branches as to whatdirection the company is heading. It is also potentially setting the table for even more tenured employees to either retire or move on because they feel they are not getting the support that they need or that there is no opportunity to further advance their careers with the bank.The issue of excessive communication may seem like an easy fix. Having the discipline to actually be able to follow through with it may be more difficult than it seems. While the simple answer to this issue may be to just, “not e-mail as much”, the ease of communicating via e-mail makes it difficult to maintain refrain from practicing this. At the bank, we have regional meetings by job title, essentially monthly. While most of the policy updates are disseminated to the senior tellers at their monthly meeting, as they are the ones most directly affected by any
A Case Study of the Engstrom Auto Mirror Plant12changes, these “risk management updates” are not always covered as extensively for the other monthly meetings (e.g. relationship managers, relationship bankers, managers, etc.). It would behoove upper management to set up a regular conference call with the branches to highlight anypolicy changes that may be coming. This way, the method of communication is different, and thus makes it more memorable to those who are receiving the information, as opposed to being lost in the white noise of volunteer activity updates and charitable donations to organizations thatare potentially hundreds of miles away from the branches receiving the update.
- Summer '18
- Brett Gordon
- Management, Final Project, Auto Mirror Plant, Engstrom Auto Mirror