ABA Banking Journal 5/08 - (Page 18)
Community Banking Pass the Aspirin: The column returns next month. Check out past columns and more at www.passtheaspirinplus.com PART I OF A TWO-PART ABA BANKING JOURNAL ROUNDTABLE Eight bankers cover the challenges and suggest some approaches to mixed-generation and mixed compensation workforce issues y now, if you haven’t been confronted by the views of some expert on stage or in print on the “special needs” of Gen X, Gen Y, Millennials, or whatever the latest demographic group is, your banking work hasn’t been letting you get out much. But the thing that many of the experts don’t acknowledge is that real bankers aren’t dealing with any one generation. Instead, they frequently deal not only with a range of age groups, but a range of corporate-culture viewpoints, as well. Case in point: Pat Glotzbach’s New Washington State Bank, in Indiana. “We have two sets of employees,” says Glotzbach, one of eight members of the America’s Community Bankers Council who met with ABA Banking Journal. “The first group is those who have been with the bank for 20 to 25 years, or even longer. Historically, these employees were hired to do specific jobs. Generally, they are very challenged when it comes to offering products and selling.” Glotzbach appreciates the skills that these employees have, but recognizes that the world’s been changing. “Over the last five years,” he continues, “we’ve made a significant effort to hire sales people, attractive men and women who can meet the public well, who are at ease talking to B the public not only at their desks but also in the lobby. And we’ve made a significant effort to hire people who have degrees, or who are working toward a degree.” As a result, Glotzbach manages two workforces, each with different needs, expectations, and ways of operating. The older group do their jobs, don’t ask many questions, and “kind of go on with life,” the banker says. The newer employees hold out the promise of greater production of sales—but not without management. “You can’t handle them the same way,” says Glotzbach. “They want structure. They want to know what their job is. They want to know how they are going to be measured. They want to be measured, whereas the older employees, they really don’t want to be measured.” “We can’t just hire people for what they can do today. We have to hire people for what they can do in the future” — Pat Glotzbach, New Washington State Bank, New Washington, Ind. The newer hires “require more attention,” says Glotzbach. “They like to be praised,” he explains. “ ‘Good job on that referral’, ‘Gosh, you did a great job on that such and such’, that kind of thing. They also want your to sit with them and explain your company’s benefits.” In fact, Glotzbach says the need to interact more with newer employees has led the bank to hire a full-time human resources officer, who handles much of the one-on-one. Further, he has found that the newer employees not only come aboard with more education, but want more training than traditional employees did. So the bank has also hired a training expert. Glotzbach says that a new philosophy in hiring has also emerged from all this. Bringing people on board used to be a matter of matching candidates’ skill sets and experience to present bank openings. “But today, for us to be successful as community bankers, says Glotzbach, “we can’t just hire people for what they can do today. We’ve got to hire them for what they can do in the future.” By Steve Cocheo, executive editor People you thought you understood The issues that Glotzbach faces with newer employees were seen by other bankers on the panel. But what complicates things is that some bankers face new challenges even with their more seasoned, more experienced pool of employees. Subscribe at www.ababj.com 18 MAY 2008/ABA BANKING JOURNAL PHOTOGRAPH BY YURI ARCURS Handling people in a “mixed up” office
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