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If communitybanks put in the effort to foster a sense of belonging, the result is a stronger workplace culture, greater employee loyalty and, ultimately, a better experience for customers. So, how can communitybanks build truly inclusive cultures, where everyone feels like they belong? Misti Stanton, Mercantile Bank.
It’s an excellent way to solidify the optimal operating model mix for hybrid work, digital first engagement, operational excellence and process automation, sustainability, and cybersecurity. Most importantly, workshops are customized to address the customer’s business problems, including strategy, implementation, and enablement.
Wisconsin bank uses LEAD FWD Summit as a development resource. You can feel the energy boost at Park Bank from its leadership development program. Young employees at the communitybank in Madison, Wis., In 2015, the bank paid for 10 employees to attend the conference. Educational Workshops. By Tim Cook.
We listen to panel discussions where lessons learned are shared, participate in workshops for firsthand knowledge and are encouraged by general session speakers who motivate us to take our leadership to the next level. And that sense of community extends to the providers who support our efforts.
ICBA has planned an educational lineup of more than 60 workshops and networking sessions for next month’s CommunityBanking LIVE conference in New Orleans. Many workshops will address changes shaping our industry today as well as its future. Here’s what three of those forward-looking workshops will be covering.
The implementation of lending software, like that provided by Sageworks to communitybanks and credit unions, requires a similar, systematic approach for onboarding. This could include case study preparation, onsite training, web-conferencing, workshops with other institutions and ongoing User Groups.
Of course, communitybanks are the primary economic engines behind small businesses on Main Street America, funding more than 60 percent of all small-business lending. When you’re looking at key issues in the community, bring entrepreneurs to the table and ask them to solve it—because that’s who solves things,” Williamson insists.
As a group, communitybanks spend substantial funds hiring outside consultants to help with various management functions, and a substantial share of dollars are spent to help oversee their risk management and compliance activities. Communitybanks often already have the expertise handy in-house, they say.
These in-depth and timely professional development programs are designed exclusively for community bankers and led by nationally recognized industry experts who know the issues communitybanks grapple with. Each certification course is designed to prepare bank professionals to handle essential tasks and responsibilities.
Lindsay LaNore is responsible for ICBA’s new Community Banker University. She leads a team that works to identify, develop and offer courses that meet communitybanks’ educational needs. Her role is to make certain that relevant education is provided in a responsive manner to all communitybank members. “I
Despite that increase in profitability, banks need to be mindful of how they manage their branch and customer base to increase profitability further. The operative question is: given online and mobile banking, what is the new role of the branch? Branching is expensive – banks need to use the asset wisely.
DBS launched its Singapore innovation lab to break out of its “traditional banking mindset to think, behave, and deliver more like a technology company,” according to Neal Cross, chief innovation officer. DBS leaders expect to see more than 5,000 people actively innovating DBS’ services and operations at DAX each year. Founded: 2016.
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