Pub. 8 2018-2019 Issue 3

O V E R A C E N T U R Y : B U I L D I N G B E T T E R B A N K S - H E L P I N G C O L O R A D A N S R E A L I Z E D R E A M S November • December 2018 21 1. Bank teller 2. Personal banker (sales and related) 3. Teller (office and administrative support) 4. Customer service representative 5. Branch manager 6. Relationshipmanager (management) 7. Member service representative 8. Financial advisor 9. Business banking relationship manager 10. Relationship banker As the banking industry becomes more andmore digitized we’ll probably see addi- tional customer service positions needed to smooth the transition, especially for long time consumers who are ac- customed to relying on bank branch tellers, ATMs and paper statements. Operating in a candidate driven hiring market means thinking out- side the box. If you’re hiring for a call center, for instance, your primary need could be customer service skills. Candidates with experience in retail or restaurants often have relevant transferable skills and will likely appreciate a job with regular hours. Think about what skills you can teach new employees so that you can cast a wider net. StaffchangesduetoM&Aactivity Heavymerger and acquisition ac- tivity is also impacting hiring trends. According to ibanknet, there were 261 banking mergers or acquisitions between July 2017 and June 2018. Analysts predict a further uptick in 2018 due to favorable court rulings on anti-trust issues, available cash due to strong earnings and the tight labor market. This activity can spark changes in hiring throughout the transition. Even before the official announce- ment of a merger or acquisition, banks may see an increase in vol- untary turnover as employees react to the change or anticipate staff re- ductions. This can create additional permanent or temporary hiring needs for the banks as they seek to sustain daily operations and preserve the transfer of knowledge that could otherwise be lost. Ensure market-rate wages Although a candidate may accept or reject a job offer for many different reasons, a recent candidate survey confirmed that compensation is (not surprisingly) the most important consideration: • Good pay/compensation: 76 percent • Good location: 51 percent • Flexible hours: 50 percent Althoughmost employers may be disinclined to increase the wages they pay for certain positions, it’s often a g Talent in a rketplace