The NAFCU Journal March - April 2018 - 36

HELPING WORKERS WORK

The Credit Union: Navy Federal Credit
Union, Vienna, Va.
The Award: Named one of the top
100 best workplaces in 2017 on
the Great Place to Work website,
www.greatplacetowork.com/bestworkplaces/100-best/2017.
Who We Talked To:
Angela Culbertson,
Executive Vice
President of Human
Resources
Sometimes the best
perk for an employee
is simply being able to do their best work.
In the Best Places to Work employee survey, Navy Federal scored an impressive 93
percent on the statement, "I am given the
resources and equipment to do my job."
"Feeling well-equipped to perform a
job requires so much more than just
technical tools," says Culbertson. "We
see professional and personal development as another tool our employees
need to feel prepared and confident in
their job performance."
At Navy Federal, professional development and education start from the
day an employee is hired and continue
throughout their career. The credit
union's professional development curricula, tuition reimbursement, leadership
training and other programs are all
designed to ensure that employees are
equipped and empowered to best serve
their members.
Navy Federal also knows that helping workers work is about more than
just training; it's also about helping
employees keep their jobs even during
challenging times. "Last year, we were
able to find positions for 141 employees
who were relocated due to the transfer
of duty station of their military spouse,"
Culbertson says. "By doing this, we
ensure these individuals are able to
have a career and continuity of benefits
throughout these moves, instead of just
a series of jobs."
36

Maybe this is the true secret to employee
retention: When you find a good
employee, make sure they have a job
with you no matter what life brings.

THE POWER OF SUGGESTION
The Credit Union: One Nevada Credit
Union, Las Vegas

The Award: Made Credit Union Journal's 2017 "Best Credit Unions to Work
For" list.
Who We Talked To:
Michael Traficanti,
Senior Vice President
of Human Resources
and Facilities
If you've got an old
suggestion box lying
around, dust it off and actually use it -
and see employee loyalty grow.
One Nevada Credit Union takes this to
heart: They have a formal suggestion
program that allows employees to offer
ideas and feedback, plus an anonymous
1-800 number through which employees
can give feedback and make complaints.
One type of idea One Nevada solicits is
called the "Because We Care" suggestion, which is a simple idea for improving the work environment or member
experience. For example, one employee
noted that there was no protection over
an area where the staff often queues up
outside, which made the wait unpleasant on rainy days - so the credit union
had a cover installed.
Then there are suggestions that improve
the credit union's operations, which can
lead to a reward ranging from $15 to several hundred dollars. "When we put out
our mobile banking application, for example, we rolled it out to our employees first,"
says Traficanti. "We got some suggestions
on making the content more dynamic so
that it could be used on different devices
and maintain the same look. Some of the
suggestions were pretty significant."
The power of suggestion seems to be
working: The average tenure at One

Nevada is more than 10 years. "We've got
an employee who's approaching her 40th
year," Traficanti says proudly.

START OUT STRONG

The Credit Union: Truliant Federal
Credit Union, Winston-Salem, N.C.
The Award: Made The Triad Business
Journal's "Best Places to Work" list.
Who We Talked
To: Sherri Thomas,
Senior Vice President, Human
Resources and
Organizational
Development
One of the best ways to create a disengaged workforce is to hire employees,
offer them nominal training, then throw
them into the water. "Simon Sinek
[author of Start With Why] says that customers will never love a company until
the employees love it first," says Thomas.
That's why at Truliant Federal Credit
Union, employee training, new-hire orientation and executive accessibility are a
big deal from day one.
It starts with the new-hire training,
which immerses new employees into
Truliant's culture for a full five days. On
the first day there is a luncheon with the
entire senior management team, when
the execs spend time with the new hires
and educate them on what their department does, how they all work together,
and how their particular department
executes the credit union's mission of
improving members' lives. Says Thomas,
"In order for employees to talk to
members about what the credit union
does, they have to understand not just
the particular department and role they
serve in, but what other members of the
Truliant family do as well."
During this time, the management team
also gets to know the new hires, from
their background to how they heard
about Truliant.
The result? Truliant surveys its staff on
employee satisfaction every other year.
THE NAFCU JOURNAL  MARCH-APRIL 2018


http://www.greatplacetowork.com/bestworkplaces/100-best/2017 http://www.greatplacetowork.com/bestworkplaces/100-best/2017

Table of Contents for the Digital Edition of The NAFCU Journal March - April 2018

Conferences
From the Chair
Your Washington Watchdog
Advocacy Snapshot
Washington and Industry Briefs
Growth Strategies
Understanding Risk and Managing It
The Board of Directors
Best-of-Class Strategies for Retaining Top Talent
Executive Spotlight
Management Insight
Compliance Central
Inside NAFCU Services
From the President’s Desk
The NAFCU Journal March - April 2018 - Cover1
The NAFCU Journal March - April 2018 - Cover2
The NAFCU Journal March - April 2018 - 1
The NAFCU Journal March - April 2018 - 2
The NAFCU Journal March - April 2018 - Conferences
The NAFCU Journal March - April 2018 - From the Chair
The NAFCU Journal March - April 2018 - 5
The NAFCU Journal March - April 2018 - Advocacy Snapshot
The NAFCU Journal March - April 2018 - 7
The NAFCU Journal March - April 2018 - Washington and Industry Briefs
The NAFCU Journal March - April 2018 - 9
The NAFCU Journal March - April 2018 - 10
The NAFCU Journal March - April 2018 - 11
The NAFCU Journal March - April 2018 - 12
The NAFCU Journal March - April 2018 - 13
The NAFCU Journal March - April 2018 - 14
The NAFCU Journal March - April 2018 - 15
The NAFCU Journal March - April 2018 - 16
The NAFCU Journal March - April 2018 - 17
The NAFCU Journal March - April 2018 - 18
The NAFCU Journal March - April 2018 - 19
The NAFCU Journal March - April 2018 - Growth Strategies
The NAFCU Journal March - April 2018 - 21
The NAFCU Journal March - April 2018 - Understanding Risk and Managing It
The NAFCU Journal March - April 2018 - 23
The NAFCU Journal March - April 2018 - 24
The NAFCU Journal March - April 2018 - 25
The NAFCU Journal March - April 2018 - The Board of Directors
The NAFCU Journal March - April 2018 - 27
The NAFCU Journal March - April 2018 - 28
The NAFCU Journal March - April 2018 - 29
The NAFCU Journal March - April 2018 - 30
The NAFCU Journal March - April 2018 - 31
The NAFCU Journal March - April 2018 - 32
The NAFCU Journal March - April 2018 - 33
The NAFCU Journal March - April 2018 - Best-of-Class Strategies for Retaining Top Talent
The NAFCU Journal March - April 2018 - 35
The NAFCU Journal March - April 2018 - 36
The NAFCU Journal March - April 2018 - 37
The NAFCU Journal March - April 2018 - 38
The NAFCU Journal March - April 2018 - 39
The NAFCU Journal March - April 2018 - Executive Spotlight
The NAFCU Journal March - April 2018 - 41
The NAFCU Journal March - April 2018 - Management Insight
The NAFCU Journal March - April 2018 - 43
The NAFCU Journal March - April 2018 - Compliance Central
The NAFCU Journal March - April 2018 - 45
The NAFCU Journal March - April 2018 - Inside NAFCU Services
The NAFCU Journal March - April 2018 - 47
The NAFCU Journal March - April 2018 - From the President’s Desk
The NAFCU Journal March - April 2018 - Cover3
The NAFCU Journal March - April 2018 - Cover4
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