Notes from — October 15, 2007
As with other HR Council meetings, we opened with a brief review of the previous meeting along with questions that had been submitted by those that could not attend. In May, we had our meeting at Associated Credit Union and appreciate Karen Pennington and her credit union’s hospitality. This meeting was held at Delta Community Credit Union’s newest branch in Cumberland. It was a beautiful building and we enjoyed the tour.
In the roundtable discussion, topics ranged from a variety as usual, and were as follows:
Training: Some credit unions are utilizing the STAR program where others are using BVS. All seem to like the idea of having the employees use this tool. One credit union discussed how much they enjoyed CU University. Another stated that CUES has not been very responsive as of late. One mentioned that they track training classes attended by staff in Excel, that way the Manager has a quick eye into what the employees have done or need to do for the future in regards to training.
Raises: The question was posed on how to determine raises? Compease/Performease products were mentioned as well as the CUNA salary survey to determine the ranges. Another peer highlighted salary.com as a good resource to see where other companies are in relation to salaries, albeit on the high range. Finding a range that is competitive but cognizant of the budget is a challenge, but benefits and environment/work-life benefits were mentioned as items that should be included in the discussion.
Email policies: this subject was brought up because some employees or managers send out emails to the whole credit union letting them know how someone is doing, when babies are born, surgeries, etc. Most credit unions agreed that they do not allow any broadcast emails, especially about health related issues but some did allow for the announcement of births. All agreed that these should not come from HR but rather the departments themselves and to never disclose any health concerns. One credit union stated that their attorney advised them not to allow these types of emails.
Flu Shots: Quite a few credit unions were having flu shots administered at their locations for all staff, paid for by the credit union. This was something that most do each year. If interested, it was mentioned to contact your healthcare provider to see if it was an option, but there was a credit union that had a relationship with a center/doctor that did this for them.
Cross Training: Some credit unions are cross training their MSR and Tellers; it was discussed if that is a good way to go so that the employees do not get bored and that they have more knowledge. There were some that rotate their employees on a regular basis to different areas/shifts . . . especially in the instances of call centers to combat burn out (see below).
Commissions for Mortgage Officers: Only one credit union has their mortgage officers set to earn commissions, this may change and the credit union was curious to see how others pay them. Those in attendance stated that although the commission route provided the possibility for more income, the stability of the position as opposed to other industries was the positive draw towards applicants.
Call center burn out: Because call centers are always busy with multiple calls waiting in queue, credit unions have the trouble of losing good employees due to burn out. One option given was to provide them with wireless headsets, that way the employee can get up and walk around; this allows them feel like they have more freedom and that they are not stuck to the desk. Another suggestion was to rotate them out of the call center, this helps prevent burn out as well as cross training them with other duties.
Coaching: How do we get managers to coach their employees on a regular basis? What does each credit union expect in terms of coaching, and how often? Most everyone agreed that the most frequent you could expect was every six months and it was suggested to remind the manager at least one month before the review is actually due.
Recruitment: Always a concern for Human Resources. Challenges were shared across the board by many of the participants, as well as a discussion of the AJC.com’s new format
Company picnics: Who holds an annual company picnic? Most credit unions do this for their employees. Some invite the whole family while others just invite the employee plus one guest; most feel that their employees see a value in doing this.
Flex time: One credit union allows their employees to work flex times (6:30-3:30) each branch has different needs but employees really seem to appreciate the flexibility, and another CU allows for job sharing to take place. It was mentioned that any method such as these really bring up employee morale as they each feel in control of their schedule.
Credit issues for active employees: The NCUA told one credit union that they had to perform an annual credit check on each employee explaining that it was a safe sound issue. This had not been told to other credit unions, and leaves one to wonder the potential discrimination issues that are lying in wait around this.
Volunteerism policy: Some credit unions are looking at adding this policy to their handbook. There were a few that encouraged community involvement part of theirs, explaining that in some cases, it is part of the employee’s goals for the year.
Employee newsletters: Who produces an employee newsletter? How often? What other topics are covered? Most credit unions do produce a newsletter, usually quarterly and it covers the following: anniversaries, birthdays, training schedule, health topics, recipes etc. All see the value in this form of communication to their staff.
Next meeting to be held sometime March 2008. |
