ABA Banking Journal - November/December 2017 - 37

2

Marketing
initiatives

An intranet supports the marketing
team's efforts by streamlining the
management, updates and distribution
of new and existing marketing
materials across the entire branch
network. Rather than informing
employees of a new marketing
campaign via email-which doesn't
guarantee that the employees actually
see the program details or ensure that
they're following protocol-having
a centralized communications tool
to distribute news and materials
allows the marketing team to upload
documents directly onto the intranet
for easy access. And if any changes or
edits need to be made, documents can
be updated directly within the intranet
and without producing multiple copies
that clutter shared folders.
This ensures that there are no
incorrect versions available to
employees and that they are using the
correct terminology and processes.
For example, during a merger or
acquisition, there is a great deal of
information that must be updated.
Employees using different logos, URLs
or company names on customer-facing
documents will cause confusion for
the public. Suppose a new product
is being launched. If that isn't
communicated effectively across the
branch network, the opportunity to
acquire new customers or increase
loyalty among existing customers can
be lost.

3

Employee engagement
and corporate culture

With bank employee turnover at
10-year highs, according to a report
from Quinlan and Associates, banks
are focusing on finding new ways to
drive meaningful relationships with
employees and to reinforce their
culture and branding. An intranet can
provide all employees with the ability
to recognize coworkers and peers
for their hard work or to congratulate
them on a personal or professional
milestone. Similar to its ability to
aggregate documents and information
into a central location, an intranet
brings a bank's employees together
by providing an easy way for them to
communicate with one another.
Some banks use the intranet as
a forum for employees to post
independent blogs or messages to
certain pages, much like a bulletin
board in a large office, or as a venue
for friendly competitions among
branches and teams by hosting
various types of contests. These
types of interactions allow banks to
connect their employees and give
them a sense of community and
commonality with their peers, who
might otherwise never have the
chance to interact. These are also
great ways to make employees feel
more valued and engaged, which
enhances organizational performance
and productivity.

Bank intranets need not be operational
afterthoughts-instead, banks are finding ways to
make them strategic business resources.

4

Frontline service
and compliance

Financial institutions are currently
maintaining internal safeguards
that effectively minimize the risk of
cybercrime, but more sophisticated
threats are emerging each day and
with greater unpredictability. Recent
high-profile hacks such as the
WannaCry ransomware virus clearly
demonstrate the need for employees
and management to understand how to
effectively secure, store and exchange
information, while also being aware of
ongoing security threats. An intranet
fulfills this need by providing executive
management with an immediate and
straightforward method of distributing
alerts and notifications of potential
dangers or risks. Whether through a
blog post or a notification banner that
alerts employees as soon as they log
in, an intranet can help mitigate risk
to a bank's finances, reputation and
future business.
From a monitoring standpoint, modern
analytics workflows allow intranets to
track and report what sections of an
intranet are being accessed and how
frequently employees are using specific
files, forms, documents, sections-
anything in the intranet that requires a
click. Otherwise, important procedures
might be ignored that could ensure
a bank's continued success. These
insights also allow executives to make
adjustments in real time based on
active data, which spares them the
need of trying to figure out whether or
not employees are simply ignoring a
procedure, or if they simply cannot find
it or have not seen it.
MARK ANDERSON is CEO of Banc Intranets.
aba.com/BankingJournal | ABA BANKING JOURNAL

37


http://www.aba.com/BankingJournal

Table of Contents for the Digital Edition of ABA Banking Journal - November/December 2017

Chairman’s View
Upfront
Legal Briefs
Economic Outlook
Power Up Profile
Pitching In
Choices and Options Down on the Farm
Eager or Not, Every Board Needs an M&A Strategy
Adapting to Survive
More Than Just a Drink
Operations
Payments
Small Business Lending
Human Resources
ABA Compliance Center Inbox
From the States
Corporate Social Responsibility
Index of Advertisers
From the Vault
ABA Banking Journal - November/December 2017 - Intro
ABA Banking Journal - November/December 2017 - ebelly1
ABA Banking Journal - November/December 2017 - ebelly2
ABA Banking Journal - November/December 2017 - cover1
ABA Banking Journal - November/December 2017 - cover2
ABA Banking Journal - November/December 2017 - 3
ABA Banking Journal - November/December 2017 - 4
ABA Banking Journal - November/December 2017 - 5
ABA Banking Journal - November/December 2017 - 6
ABA Banking Journal - November/December 2017 - 7
ABA Banking Journal - November/December 2017 - Chairman’s View
ABA Banking Journal - November/December 2017 - 9
ABA Banking Journal - November/December 2017 - Upfront
ABA Banking Journal - November/December 2017 - 11
ABA Banking Journal - November/December 2017 - 12
ABA Banking Journal - November/December 2017 - 13
ABA Banking Journal - November/December 2017 - 14
ABA Banking Journal - November/December 2017 - 15
ABA Banking Journal - November/December 2017 - Legal Briefs
ABA Banking Journal - November/December 2017 - 17
ABA Banking Journal - November/December 2017 - Economic Outlook
ABA Banking Journal - November/December 2017 - Power Up Profile
ABA Banking Journal - November/December 2017 - Pitching In
ABA Banking Journal - November/December 2017 - 21
ABA Banking Journal - November/December 2017 - 22
ABA Banking Journal - November/December 2017 - 23
ABA Banking Journal - November/December 2017 - 24
ABA Banking Journal - November/December 2017 - 25
ABA Banking Journal - November/December 2017 - Choices and Options Down on the Farm
ABA Banking Journal - November/December 2017 - 27
ABA Banking Journal - November/December 2017 - Eager or Not, Every Board Needs an M&A Strategy
ABA Banking Journal - November/December 2017 - 29
ABA Banking Journal - November/December 2017 - Adapting to Survive
ABA Banking Journal - November/December 2017 - 31
ABA Banking Journal - November/December 2017 - 32
ABA Banking Journal - November/December 2017 - 33
ABA Banking Journal - November/December 2017 - More Than Just a Drink
ABA Banking Journal - November/December 2017 - 35
ABA Banking Journal - November/December 2017 - Operations
ABA Banking Journal - November/December 2017 - 37
ABA Banking Journal - November/December 2017 - Payments
ABA Banking Journal - November/December 2017 - 39
ABA Banking Journal - November/December 2017 - Small Business Lending
ABA Banking Journal - November/December 2017 - 41
ABA Banking Journal - November/December 2017 - Human Resources
ABA Banking Journal - November/December 2017 - 43
ABA Banking Journal - November/December 2017 - 44
ABA Banking Journal - November/December 2017 - ABA Compliance Center Inbox
ABA Banking Journal - November/December 2017 - From the States
ABA Banking Journal - November/December 2017 - 47
ABA Banking Journal - November/December 2017 - Corporate Social Responsibility
ABA Banking Journal - November/December 2017 - Index of Advertisers
ABA Banking Journal - November/December 2017 - From the Vault
ABA Banking Journal - November/December 2017 - cover3
ABA Banking Journal - November/December 2017 - cover4
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