The NAFCU Journal March - April 2018 - 38

Their scores always "far exceed" the
industry norm, Thomas says, and the
culture has been called "simply the best."

THE MATCHING GAME

The Credit Union: Coastal Credit
Union, Raleigh, N.C.
The Award: Named one of the 2017
Best Places to Work by Triangle Business
Journal and 2017 Best Credit Unions to
Work For by Credit Union Journal.
Who We Talked To:
Willard Ross, Chief
Strategy and Talent
Officer
Sometimes keeping
employees engaged
and on board is like
a matching game: matching the right
employees to the right managers and the
right roles, and then doing it all over again
as they grow and develop their skills.
Coastal Credit Union is a pro at the
matching game. As an example, "We
had an employee who had been here 30
years and had been through a number
of different roles, but he'd ended up in a
role that didn't play to his strengths," says
Ross. "We started working on finding a
role for him - and we found one! Now
he's in a position where he can use his
local contacts, do mortgage lending,
make a very good income, make a difference and play to his strengths."
All employees at Coastal work on a
specific development plan with their
manager to keep them moving toward
their goals in the credit union. Coastal
is also rolling out a new program called
StandOut, in which employees use an
app to check in with their managers.
Coastal offers training for employees
to improve in their current roles and
prepare for new ones. Coastal University,
for example, is a huge self-serve library
of online training, and Credit Union
Principles and Philosophy is an intensive
two-day training program for nonmanagement staff. Then there's Coastal's
Continuous Leadership Journey, in
38

How to Attract Top Talent
I

n today's employment market, it
can be difficult to attract the best
talent - especially if you can't offer
a top-tier salary and advancement
opportunities. But the credit union
executives we talked to stressed that
the same qualities that keep current
employees happy will also attract new
ones, because satisfied employees
tend to spread the word to everyone
they know about the awesomeness
of their jobs. Bonus: The people your

which managers learn at their own pace
by watching videos, reading excerpts on
leadership topics and taking quizzes.
Coastal's experience proves that development plans, a focus on finding the
right role for each employee and copious
training opportunities can create a perfect employee-employer match.

EMPLOYEES ON A MISSION

The Credit Union: Orion Federal Credit
Union, Memphis, Tenn.
The Award: Named one of the Memphis
Business Journal's "Best Places to Work"
finalists.
Who We Talked To:
Verity Goodell,
Human Resources
Director
Many organizations have a written
mission statement
they trot out at important meetings
and proudly post on their websites.
But bringing the mission statement
to life is a great way to not only build
loyalty, but to turn employees into true
evangelists for your credit union.
Memphis was once named one of the
"bankruptcy capitals of the U.S.," and
Orion's mission to do right by their
members helps build trust among both

best employees know are often people just like them.
Keeping your employees motivated and
happy works in more ways than one:
Michael Traficanti, senior vice president
of human resources and facilities, One
Nevada Credit Union, also recommends
applying for "best place to work" awards,
because winning this accolade helps
attract even more skilled applicants.

members and employees. "Everybody
who works here is really committed to
serving Memphis and the people here,"
says Goodell. "Our CEO always says, 'A
better Memphis means a better Orion.' "
Outside the credit union, "we encourage our employees to volunteer on the
clock, and we create a lot of volunteer
opportunities for them," says Goodell.
"It's attractive to employees to know they
can spend time with a cause or a mission
they believe in, and that Orion supports
them in that."
For example, Orion "adopts" one school
near each of its branches, and branch
staff get the opportunity to be part of
those neighborhood schools by volunteering as field trip chaperones, helping
out with the accelerated reader program,
helping teachers set up their classrooms
before school starts, and more.
"When employees are out there working
together, it builds a sense of camaraderie
and helps people to get to know each
other among departments," says Goodell.
"For the individual, it's an opportunity
to share their talent and explore new
abilities while serving the community.
It's really an impactful thing."
Linda Formichelli is a freelance journalist
and content writer in Apex, N.C.

THE NAFCU JOURNAL  MARCH-APRIL 2018



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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