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Seamless Beginnings: How Banks Are Shaping the Onboarding Journey

By Katie Reiser

New hires too often describe their first days on the job as being stressful and headache-inducing. It’s not unusual to hear the expression “It’s like trying to sip from a firehose.” A disheartening finding from a Bamboo HR survey disclosed that one in four new hires cries during their first week on the job. But it doesn’t have to be this way.

WBA spoke with three members who have developed innovative approaches to onboarding and their banks are reaping the rewards: PJ Childers, president of Crossbridge Community Bank; Stella Terry, senior vice president, director of human resources with Port Washington State Bank; and Sarah Ziemba, chief talent officer at American National Bank Fox Cities, all shared their insights.

But before getting to those, here’s eye opening data which indicates just how integral the onboarding process is to the success of new employees.

Data: The Good, the Bad, and the Promising
According to the Society of Human Resource Management (SHRM), employee turnover can be as high as 50% in the first 18 months on the job and it can cost a company six to nine months of an employee’s salary to find and onboard a replacement. More data from SHRM reveals that as much as 20% of staff turnover occurs in the first 45 days of employment.

Gallup found that only 12% of new hires thought their organization has good onboarding.

But here are some numbers that may inspire you: Harvard Business Review reports that 51% of employees say they would go above and beyond at work if they had good onboarding experiences. Even more positive is news from Gallup: 70% of employees who had exceptional onboarding experiences say they have “the best possible job” and these employees are also 2.6 times as likely to be extremely satisfied with their workplace.

Scholarly Research Yields Helpful Onboarding Framework
Portland State University Professor Talya Bauer has studied onboarding for over 30 years. Bauer originally developed the Four C’s of successful onboarding (which has now grown to the Six C’s) after her ongoing research showed that what happened during recruitment and onboarding were related to key outcomes like employee performance, job satisfaction, and retention. Here are Bauer’s Six C’s which can help you structure your bank’s approach.
•   Compliance: the mandatory actions needed for all new employees (the housekeeping of the onboarding process)
•   Clarification: how well new employees understand their roles and performance expectations
•   Confidence: employees’ feelings about doing the job well and their competence to tackle new challenges
•   Connection: how accepted and valued new employees feel
•   Culture: how well new employees understand their new organization’s norms, values, stories, and symbols
•   Checkbacks: onboarding feedback

Preboarding Tips for Smoother Onboarding
Ziemba with American National Bank Fox Cities explained that after the phone interview and in-person interview have revealed a good fit, the preboarding process begins in earnest, “from the moment that a candidate accepts our offer, we do a lot of preboarding which includes sending information about the job, who their manager is going to be, and welcome emails.” This helps to make new hires feel part of the organization.

Terry shared that Port Washington State Bank also gets an early start, “We feel like onboarding starts with our recruitment process, so we try our best to tailor information just in our job postings themselves that highlight the culture here at the bank.”

PWSB candidate packet

Terry went on to explain that candidates for certain positions who come for an in-person interview receive a candidate packet that includes a company newsletter and a letter from Terry with a QR code that links to photos of company events and milestones. The packet also goes over ten reasons to consider working for them.

Terry added that management level positions almost always include a final interview with PWSB President and COO James Schowalter because it provides a key opportunity for candidates to hear about the bank’s vision and ask questions.

The limbo time between an accepted offer and day one can be stressful. Terry acknowledges that candidates have many employment choices and remarked, “those short two weeks can really make or break it, so we try to keep people engaged and make sure people know that we’re excited for them to come onboard.”

Childers, who created Crossbridge Community Bank’s onboarding program while serving on the WBA BOLT Board, described the bank’s preboarding process, “We communicate prior to the employee’s first day by mailing out a welcome letter and new employee paperwork so they can review, complete and bring it to their first day of employment.” That letter also includes their agreed upon wage, benefit package, payroll dates, PTO hours available, insurance options and 401K program. Childers added, “This is where we communicate their expected work hours, where to park, and our company dress code as well.”

Communicate About New Hires With Current Staff
Crossbridge sends an email announcing new employees to all staff with key information like their name, start date, job title, and responsibilities along with the name of the new hire’s supervisor.

Terry shared that new hires are asked “get to know you questions” so that information can be given to their managers before the employee starts. From there, the information is used to create a welcome blurb that goes in their company newsletter and an all-company email that introduces the employee.

First Impressions
We’ve all heard the cliché, “You only have one chance to make a first impression.” Bamboo HR survey results indicate that 62% of new employees found that their first impression on the job was accurate and 60% agree that once made, a first impression is hard to change. It’s clearly worth it to make that first impression a positive one. As Ziemba pointed out, “You have this one opportunity to really set the stage and showcase what you can do as an organization.” She added, “you can’t ever get that time back.”

It’s important to plan a first day that isn’t too overwhelming. Building in a little downtime can help new employees avoid headaches and stress.

Having the necessary tools and resources available includes making sure technology is set up and ready to go for the new employee so day one is as glitch-free as possible.

Avoid using too much job specific lingo and acronyms (and wow, the banking industry has so many acronyms).

You can calm potential new job jitters by openly discussing realistic and manageable goals for training. Sharing weekly training itineraries can show new hires that they won’t be expected to learn it all in a few days or their first week on the job. Setting a reasonable tempo and timetable is key because average productivity rates for new employees hover around 25% during the first 30 days.

Realistically, it can take three to eight months for an employee to become fully productive.

Position HR as an ongoing resource beyond day one. Terry shared, “we always explain to new hires to think of us as like the information desk,” because “one of the hardest parts about starting a new job is knowing who to go to.”

Day One Done Right
Childers described first days at Crossbridge, “We acclimate them with their new work area, go over any additional equipment they think they will need, and supply them with their new keys or access card and show them the enter/exit procedures of the building.” The bank also shares an organizational chart, employee directory, and facility map. Crossbridge provides a welcome package that includes branded items such as a piece of apparel, bank swag, and gift certificate to the company store, along with their new company nametag and business cards. This is followed by a tour of the facility, restrooms, and break room. The new hire is introduced to the rest of the staff, and a group of senior management takes the new employee out for lunch on their first day.

As training starts, Crossbridge shares the bank’s history, culture, brand, core values, and mission with the new employee. This includes a welcome video and brand story. Next is a review of the employee handbook, along with pertinent policies and procedures. The employee then gets training on programs and receives any network passwords they need to begin performing their job duties independently. The new hire also learns the vendors the organization works with in regard to their specific position which includes pertinent web addresses and login information.

Little Things Can Make a Big Impact
Welcoming new employees doesn’t have to be a budget busting proposition. A gift card to a nearby gas station or coffee shop would please most new hires. Terry shared, “when we put flowers on people’s desks, or a welcome sign up at reception, those little things definitely don’t go unnoticed.”

Additionally, PWSB sends a handwritten note to candidates’ homes, welcoming them to the team once they’ve accepted the position. “Employees tend to really like that handwritten card welcoming them before their first day.”

Childers mentioned a positive action that costs the bank nothing, an introduction to the board of directors. She said, “the new hire can come to the next scheduled board meeting to introduce themselves and get a personal welcome from the board members. This helps to put faces to names, both for the new hire and the board members.”

Terry, Childers, and Ziemba all described lunches with staff as important touchpoints to help create bonds. New Crossbridge employees have lunch with senior management on day one and during their first week of employment the bank orders in lunch for all employees and has a meet and greet with the new employee in a community room.

The Power of Feedback
Ziemba has made feedback a priority, “We work with new employees to gauge feedback through regular check-ins and touch points with their managers.” Some feedback the bank has gotten is that new employees feel appreciated and part of the team from the first day and that the personalization of their training itineraries is also impactful.

Terry considers the institution of their post-hire survey an easy lift that has given the bank a good return, “We do a 30-day, six month and a one-year survey that gets pushed out from our payroll system.” The survey asks the same questions every time and allows the bank to identify trends or a one-off situation that they might not have known about. Their HR department looks at responses and when there is constructive feedback, decides how to work with the employee and their manager to get things back on track smoothly.

Crossbridge schedules reviews at 30/60/90/days, six months, and one year. Childers said, “we schedule reviews right away so the new hire and supervisor can discuss expectations, goals, and a training plan that they can track during these evaluation periods.”

Pitfalls to Avoid
Bamboo HR cautioned that employers have just 44 days on average to influence new employees to stay long term. Here are some of the most vexing problems that new employees shared in a survey, whichreveals how much can go wrong in that short window of time:
•   No clear points of contact for questions
•   Not enough training on company products/services
•   Lack of access to essential tools
•   Technology issues (e.g., malfunctioning computers, lack of setup, etc.)
•   Not having a single person acting as an onboarding guide
•   No clear manager

Continue to Revise and Refine
Terry shared that when revisiting their onboarding process, she’s always, “found a way to make it better,” and advises reviewing often adding, “you’re never done, but just do one small thing when you can and it’ll be better than it was the last time that you visited it.”

Ziemba stressed the importance of being flexible and evolving. She looks forward to doing even more during their preboarding process to help new hires feel comfortable with the culture and setting expectations, because “the last thing you want them to feel is surprised.”

Childers discussed the possibility of assigning a peer mentor to new employees in the future. The peer mentor would be someone besides their acting supervisor who possesses good interpersonal skills and a strong knowledge of the organization’s history, core values, and its mission. Assigned for up to 12 months, the peer mentor would be a direct resource for the new employee for processes, procedures, and any other pertinent information.

Investing in Employee Success
When it’s done well, onboarding can boost retention, engagement, and productivity. When it’s done poorly, or not at all, it can cause new employees to disengage or leave the position prematurely.

Childers summed things up this way, “We’ve learned that a good onboarding process can reduce anxiety of starting a new job. This in turn helps the new hire learn about the bank, culture, and brand more easily making it second nature to them sooner than later. Success will then follow.”

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Showcasing Careers in Banking

By Hannah Flanders

Most people do not grow up dreaming of a career in banking. In fact, many of today’s bankers look back on their paths that led them to the industry as a “happy accident.” However, with large numbers of retirees leaving the workforces every year and evolution caused by technology, regulation, and customer expectations reshaping the industry, banks across Wisconsin are hoping to inspire and cultivate a new generation of aspiring professionals who see the banking industry as an exciting and rewarding career choice.

“We have to build our bankers from the younger generation,” emphasizes Kari Davis, chief talent officer at Lake Ridge Bank in Madison. “Students don’t know what they don’t see; it is our role to demonstrate to them the business of banking and why our teams feel so passionate about their work.”

Starting Young

For Gwen Schnitzler and the team at Forward Bank, Marshfield, introducing banking as a career opportunity to students long before their high school graduation is a priority.

“Interacting with high schoolers is the greatest way to ‘get into the minds’ of local students,” said Schnitzler, vice president – human resources. “As a bank, we want them to know of the opportunities present in our industry. As a community bank, we want them to know these opportunities are available here in their hometown.”

The Wisconsin Department of Workforce Development’s Youth Apprenticeship (YA) program has helped banks across the state connect with high school juniors and seniors exploring different career paths. The program — which features pathways related to finance/banking, marketing, and business administration — combines classroom instruction with on-the-job training.

Through the YA program, banks, including Forward Bank and Lake Ridge Bank, have found great benefit in introducing students to the careers available to them with hands-on experience. Both Davis and Schnitzler note that YA’s defined paths make it easy for banks to facilitate the most relevant and meaningful experience for both the student and the team. So much so that several apprentices who started at either bank went on to study finance, or another banking-related area, in college and later returned to the same institution for full-time employment.

In addition to apprenticeship opportunities, many banks across the state utilize internships to connect with students in both high school and college. While these opportunities may look different depending on the size and location of the bank, one thing is certain — to keep students engaged, it is important that their work allows them to exercise and expand their skillset. Finding unique ways for students to contribute directly to the institution may just be the difference between a résumé builder and the beginning of a fulfilling career.

“Whether they are students working as apprentices or interns, these individuals aren’t focused on filing and scanning. Our goal is to demonstrate the full experience of what it means to be a banker — operating in a professional environment, getting into the community, meeting with clients. . . that’s what they really want to see and experience,” highlights Davis.

To help recruit for open internship opportunities and raise awareness of the banking industry, many banks across Wisconsin also partner with local colleges and universities. As a partner or sponsor, bankers may attend networking events such as career fairs, take part in career readiness events by hosting mock interviews, and collaborate with students, among the many other benefits of establishing the bank as a trusted employer and advocate for student success.

Creating a Meaningful Experience

At Johnson Financial Group, Racine, the 10-week summer internship program concludes with a group presentation to members of the bank’s senior leadership team. Throughout the program, interns work together on a relevant business challenge. The presentation offers interns the chance to present their findings and share feedback with bank leaders.

“More than anything, we want our interns to feel like they are part of the team,” says Logan Aguilar, human resources specialist – early career. “Within the first week, they are keyed in on our current strategic goals, and by the end of the summer, students have had the opportunity to hear directly from our business partners on their paths into the industry, see firsthand our culture and values, and contribute their skills in various areas of the bank.”

Through the internship program at Lake Ridge Bank, students are not only able to develop practical skills for their future careers, but they are also encouraged to join their mentor on an off-site business visit to meet current clients, learn more about their role in the community, and directly hear the role of the bank from a customer perspective.
“Most students are not coming into banking from a career standpoint; they are attracted by the opportunity to make a difference,” says Davis. “Meeting and hearing from our clients is a great way for interns to broadly see this impact.”

Networking with clients, fellow interns, and current bankers helps students to build valuable connections that can be instrumental in their future careers. In addition, offering hands-on experience, taking time to introduce interns to the various functions of a bank, what departments make up the bank, and the broad range of knowledge and skill sets that lend themselves to a successful career in the industry help students envision a future career.

Johnson Financial Group’s Vice President – Talent Acquisition Manager Nikki Redmond notes that because students may not be aware of the myriad career paths available in the industry, they may mistakenly believe that if one option does not align with their interests, there are no alternative avenues available. “The banking industry offers so many opportunities for growth, and people move around; it’s not uncommon to hear of bankers moving throughout the organization to find the area that fits them best.”
For banks, it is important to make this clear when connecting with or employing students.

Conveying the Benefits

There is no doubt that allowing students to gain hands-on experience in a bank setting is the best way to showcase what career opportunities are available in the banking industry. However, human resource professionals in the banking industry agree that it is equally important to emphasize the broader advantages the industry offers.

“Banks offer a certain level of security that students don’t know — or maybe even consider — when they first begin thinking about their future career,” highlights Schnitzler. “Beyond showcasing what opportunities are available throughout the bank, we must be diligent in emphasizing how students will benefit from pursuing these career opportunities.”

From career advancement opportunities to job stability, banking is set apart from many industries with the ability to be both consistent and ever-changing in positive ways. With a rich history spanning nearly two centuries, Wisconsin’s banking industry has long shown commitment to supporting the economic vitality of the state. Yet, in order to meet the evolving needs of Wisconsinites, banks remain adaptive and resilient to changing conditions allowing for bankers to continually explore new avenues to make meaningful contributions. For the younger generation, a career in banking is not only rewarding but long-lasting.

For many bankers of all experience levels, the greatest benefit of their career is related to involvement in the community. Being present at community events, sharing success stories and donations, and volunteering at local organizations and schools is highly rewarding. Similarly, student employees and interns should be encouraged to be active in the community.
For the summer interns at Johnson Financial Group, this means taking part in a community service activity during the internship program’s annual Service Day and participating in the Light the Hoan Intern Challenge.

Reaching Diverse Talent

Throughout Wisconsin, banks provide a diverse range of services that cater to a wide variety of individuals, businesses, and communities. As such, it is critical that bank outreach efforts are just as inclusive and accessible.

In attempting to connect with the younger generation, human resource managers highlight the importance of utilizing the internet, social media in particular, for recruiting. Posting all available job openings, sharing banker/client success stories, and tailoring content to students and young adults helps expand the bank’s reach. Banks that are members of the Wisconsin Bankers Association (WBA) may post internships on WBA’s job board for free, and other job opportunities may be posted for a modest fee. Additionally, thousands of employers, including banks, utilize Handshake — a commonly used recruiting platform for college and university students — to connect with students throughout the state.

Providing opportunities for students to shadow and explore diverse roles within the bank and build early connections in their career journey are pivotal for success. However, human resource professionals agree that the greatest challenge lies in dispelling preconceived notions about the banking industry.

“There is a certain stigma surrounding the banking industry — that you have to be good at math or like numbers, but the reality is that the banking industry is much more diverse and dynamic than students may realize,” notes Redmond.

For banks seeking new opportunities to reach the next generation of talent, the Association has created a ‘Careers in Banking’ brochure to inform students of the banking industry and its benefits as a career. The brochure is free to all members at their request and may be customizable to reflect the opportunities available at a given institution.

By addressing these misconceptions and fostering an inclusive culture that embraces the varied skills and talents individuals bring, we not only break down barriers but also pave the way for an industry that truly reflects the richness of perspectives and abilities within our society.

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About Forward Bank

Forward Bank is a customer-owned, independent community bank who operates to benefit its depositors while offering no fee deposit options, lower lending fees, and rates. The bank continues to be community-orientated by proudly supporting local clubs, businesses, sports, organizations, and schools.

Forward Bank currently has offices in Athens, Colby, Dorchester, Greenwood, Marshfield, Medford, Park Falls, Phillips, Stanley, Thorp, and Withee. For more information, please visit www.forward.bank.

About Johnson Financial Group

Johnson Financial Group is a privately-owned financial services company offering banking and wealth solutions through its subsidiaries, Johnson Bank and Johnson Wealth. Principal owners of Johnson Financial Group are members of the Samuel C. Johnson family. Helen Johnson-Leipold is Chairman of Johnson Financial Group. For more information visit www.johnsonfinancialgroup.com.

About Lake Ridge Bank

Lake Ridge Bank’s mission is to “create extraordinary banking experiences where everyone prospers.” For more than 100 years, this has meant getting to know each of our clients to offer personalized services to meet their specific financial goals. Lake Ridge Bank offers a full line of financial products and services. We focus on offering products and services to make your banking easy. Our business banking and mortgage lenders are trusted leaders in their field with the expertise to provide the right loan at the best rate possible for our clients. As a community bank, we are dedicated to reinvesting in, and making our communities great places to live, work and raise a family. Visit www.lakeridge.bank to learn more about how we can help you.

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Committee Chair Spotlight: Candy Allard

Candy Allard

The following is a brief interview with Candy Allard, assistant vice president – human resources specialist at Badger Bank in Fort Atkinson. Allard is chair of the 2023–2024 Human Resources Committee.

How did you first get into the banking industry?

I was actually approached by the then CEO about a new position that was opening up. I knew him outside of the bank through other businesses associations. I’ve also banked here for 25+ years.

Why did you decide to join a WBA committee? Why should others consider lending their time and expertise to shaping Wisconsin’s banking industry?

I saw the opening to join this committee through the WBA Wisconsin Banker magazine. Since I was completely new to banking, I couldn’t think of a better place to learn the ins and outs of HR in the banking world. This was one of the best decisions I made. It’s great to be able to give my input (and be heard) along with others because of all of the different asset sizes and number of FTE’s.

How has WBA facilitated the growth you have seen in your career and as a leader?

I’ve become more confident in sharing my ideas with senior management. I’ve taken on a bigger role in some of the decisions regarding our employees. Being a part of the Human Resources Committee not only has given me confidence in myself, but has offered a whole new perspective on my ability to be a leader. With that being, said I’ve also become a part of the Association’s Advocacy efforts and have participated in Capitol Day for the last two years.

As a banker, and as a leader, what is the most important lesson that you have learned?

I’ve learned how to advocate for the employees while still protecting the bank.

Who (or what) motivates you to succeed?

Our employees are my biggest motivators. I feel a sense of satisfaction when I’ve helped someone get through a tough time whether it’s a personal matter or a work issue. Senior management have also helped me to succeed by listening and supporting some of my ideas and decisions that I have made.

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AI Reshapes the Workforce

Organizations use AI to recruit, retain talent

By Hannah Flanders

When asked if artificial intelligence (AI) would replace the workforce, experts agreed that most jobs require a human connection. However, some economists assert that automation by platforms like ChatGPT — an AI program with capabilities to understand and generate human-like text — may lead to displacement in some areas.

Although human resources and talent acquisition-related positions continue to be among the fastest growing user role on LinkedIn, according to World Economic Forum’s 2023 ‘Future of Jobs’ report, many agree that AI will only augment the abilities of human professionals, rather than replace them entirely.

“If the staff are not robots, the process shouldn’t be either,” says Renée Peterson, vice president – talent acquisition and development manager at Horicon Bank. “Being a community bank, it is important that we don’t lose the community feel.”

While the World Economic Forum predicts that AI will help create nearly 70 million jobs in the next five years, another 83 million are expected to be eliminated. Human resources professionals and bankers in Wisconsin, however, should not let this staggering number deter them from embracing AI’s potential.

Oliver Buechse, owner of Advancing Digital, explains that incorporating AI into an organization allows employers to empower their team. “AI allows individuals to do. By providing the opportunity for those that are interested to explore AI and its capabilities in their job function, employers will not only be fostering a culture of innovation but also assisting their organization in remaining ahead of a world increasingly reliant on technology.”

Recruiting, Retaining Talent

According to the Society of Human Resource Management (SHRM), it takes, on average, 36 days to fill an open position. During this time, HR professionals are occupied preparing a recruitment plan; sourcing, screening, and selecting candidates; making offers; and onboarding.

While AI cannot completely automate the recruiting process, some experts say that it may help streamline processes.

“AI is great at processing and analyzing massive amounts of data,” highlights Beth Ziesenis, a popular speaker known professionally as ‘Beth Z, Your Nerdy Best Friend.’ “By using generative AI (such as ChatGPT), hiring managers have the ability to analyze what people are looking for and consider feedback from current and former employees to develop a job description that may better communicate the benefits and responsibilities.”

Experts noted that HR professionals may also utilize AI to quickly screen public social media profiles, brainstorm relevant interview questions, and even personalize regret letters.

“In addition to saving time that would otherwise be spent researching or writing, HR teams will greatly benefit from the perspective AI can provide during the recruiting process,” Peterson emphasized.

Despite the large amount of data AI has the ability to process, Horicon Bank’s Senior Vice President – Chief Information Officer Cyrene Wilke states that staff needs to ensure that they are correctly leveraging the tools available to them.

“AI has existed in some capacity for many years, but its abilities only continue to expand,” says Wilke. “While AI at this current moment may allow us to identify top candidates for the position, it is important to recognize that not every qualified candidate makes their information public on LinkedIn or other social media and that sometimes, trained AI bias may still disqualify candidates with differing experience. For this reason, it is important that AI doesn’t entirely replace your staff — just helps enhance their abilities.”

In addition to helping HR professionals recruit for open positions, AI may also be beneficial in assisting and analyzing current employee retention efforts.

During the onboarding process, employers may utilize AI to automate training programs efficiently and inexpensively. As well as tracking employee progress, automating certain aspects of the onboarding process may help provide a more comprehensive training environment for individuals with varying skills or learning styles. Day to day, AI may also prove a powerful tool in assisting employees to understand how their role impacts the organization as a whole or to uncover new career paths within the organization.

“Companies that embrace the transparency AI provides will find a greater sense of belonging among their team members,” notes Buechse.

“With the ability to make predictions based on trends and patterns, AI can provide new perspectives,” says Wilke. “Of course, trained professionals would notice an unengaged employee through details such as excessive and unplanned paid time off. AI, however, would augment and complement the work HR professionals already do to help assist in recognizing trends or insights that are not always apparent at a surface level.”

As such, companies have begun deploying AI to assist in the process of gathering feedback from current and departing employees. Programs such as CultureAmp utilize AI to track employee engagement, measure employee satisfaction and company culture, as well as gather insight into the employee lifecycle. While many organizations already routinely connect with their employees for feedback and provide exit surveys to those leaving the organization, AI provides managers with a systematic and detailed analysis of employee sentiment.

“By taking the time to collect comments from team members, and understand what this feedback signifies, employers will stand apart in a huge way,” emphasizes Wilke. “AI has the potential to not just enhance the efficiency of multiple processes, but also aid in comprehending the employee experience and implementing necessary adaptations.”

Embracing Change

According to research by the Pew Research Center, 45% of Americans are equally concerned and excited about the growing use of AI.

“In order to curb the discomfort some may feel towards AI, it is critical that organizations have a written policy related to its use in human resources, and generally,” says Ziesenis. “Whether your team is waiting for more information or using it all the time — now’s the time to define your bank’s approach and protocol.”

Buechse agreed, “The U.K. has already released information related to its approach to harness the powers of artificial intelligence. In order to remain a step ahead, bankers should familiarize themselves with regulatory frameworks that are beginning to be published around the world. While regulation in the U.S. hasn’t quite caught up yet, that doesn’t mean it isn’t coming.”

As of this writing, bipartisan legislators have introduced a bill aimed at establishing an artificial intelligence commission to review, recommend, and develop frameworks for AI in the U.S. However, for those in the banking industry, it is important to consider the utilization of disclaimers, programs that have been tested for safety and effectiveness, as well as what protections are necessary to ensure privacy prior to launching new systems.

Given the ongoing expansion of AI throughout our lives, experts underscore the need to reframe how technology will amplify the abilities of humans.

“While AI may automate certain aspects of the profession, human resource teams may find that they have a greater ability to focus their energy and efforts on the most impactful aspects of the hiring and retention processes,” says Peterson. “AI will ultimately allow us to spend more time on fine-tuning the outcome.”

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Embracing a Culture of Cybersecurity

All staff needed to help mitigate risk

By Hannah Flanders

Cyberattacks are ranked as one of the top threats to banks across the country. As these threats continue to become increasingly sophisticated and prevalent throughout our communities, bankers are looking to mitigate the risk for the safety of both their institution and all customers served. As such, administrators — including members of the human resources (HR) department — have been tapped to take on a new role alongside the information technology (IT) department to protect the bank from falling victim.

Prioritizing Cybersecurity

According to Proofpoint’s State of the Phish survey, approximately 79% of U.S. organizations reported at least one successful phishing attack in 2021. As cybercrime continues to rise — costing over $1 trillion a year worldwide, as highlighted in a report by McAfee Center for Strategic and International Studies — it is critical for the success of banks across the country that they establish a culture of cybersecurity.

In the American Bankers Association’s (ABA) Banking Risk and Compliance Management Outlook for 2023, surveyed bankers identified cybersecurity and IT risk to be, overwhelmingly, the top risk priority for the 18 months ahead. With the use of online banking and digital payments skyrocketing, and employee negligence being cited as one of the top reasons banks are put at risk — Proofpoint’s survey highlights that around 27% of employees believe that their organization/IT department will take care of any mistakes. However, as the cost of cybercrime continues to become more expensive for impacted organizations each year, finding ways to educate both consumers and employees of the cyber risks they face will not only help protect information from being compromised, but save banks from contributing to the astounding losses reported by financial institutions each year.

The Federal Bureau of Investigation’s (FBI) Internet Crime Report highlights that in 2021, Wisconsin totaled over $51,800,000 in victim losses. By taking proactive steps in both their cybersecurity protocols and training, banks throughout the state will have the opportunity to save the organization, and their customers, from substantial loss.

While banks make strides to incorporate risk mitigation — such as integrating multifactor authentication (MFA), a bare minimum in preventing bad actors from gaining access to accounts with greater privileges, and following regularly updated guidance from the Federal Deposit Insurance Corporation (FDIC), the Board of Governors of the Federal Reserve System (FRB), and the Office of the Comptroller of the Currency (OCC) — into their procedures, those seeking to optimize their efforts are looking beyond their IT staff for assistance.

Team Effort

Establishing a culture that embraces cybersecurity begins from the top and requires uniting members throughout various departments. According to Marsh McLennan, a leading professional services firm in risk, strategy, and people, “a robust cybersecurity culture starts from the top of the organization and involves continuous communication and training for leaders across all key functions.” The firm highlights that, as of 2019, nearly 90% of all organizations only included InfoSec/IT, C-suite, risk management, legal, and finance professionals in the management of cyber risk.

“Cyber defense is a team endeavor, not just an IT or a management one,” emphasizes Rob Foxx, director – InfoSec and IT audit services at FIPCO. “Threats apply to all parts of an enterprise, as should defense.”

The Cybersecurity and Infrastructure Security Agency (CISA) highlights that HR professionals play an integral role in detecting, deterring, and mitigating threats by screening candidates prior to employment, managing secure information, and regularly communicating policies.

When HR professionals have a seat at the cyber risk management table, banks not only gain a risk-conscious ally, but also ensure that HR professionals throughout their organization have a strong understanding of the cyber risk policy they utilize in their own day-to-day operations. Additionally, ensuring that the HR team is abreast of the latest cyber risks and mitigation procedures is critical so that said information can be communicated with all staff members.

Playing a Part in Protection

As the U.S. financial sector continues to prioritize cybersecurity — regularly spending up to $3,000 per employee on ongoing cybersecurity education, according to the McAfee report — ensuring that every employee is making the most of their training, testing, or coaching and remains vigilant against all threats to the organization is critical for the safety and security the institution and its customers.

  • The Employee Lifecycle

Of course, HR plays a substantial role in the onboarding and offboarding process to evaluate the quality of incoming employees and ensure that all former staff are no longer granted access to confidential company data upon their departure. Furthermore, given the close ties to all staff members, HR can play an important role in clarifying policy, providing resources, and working behind the scenes to recognize and anticipate the potential information security issues, highlights the Society for Human Resource Management (SHRM).

  • Training

Although cyberattacks continue to cause headaches for businesses across the country, only 64% utilize organization-wide training, according to Proofpoint’s 2022 survey. Training, which is usually administered by the IT department or virtually, has the potential to be strengthened by HR’s involvement. In taking a human-centric approach that emphasizes how all staff members — administrative through executive leadership — play a role in the security of the institution, employee morale is heightened.

Additionally, HR can emphasize and enforce the importance of practicing good cyber habits and encouraging training from the start because of the department’s close connection to all bank staff. HR staff will also notice if staff don’t attend training, regularly fail simulated tests, or display non-compliance with cyber protocols. From there, action can be elevated beyond coaching from IT staff or managers.

“A significant amount of malware is file-less and exists only in the active memory of a computer,” highlights Foxx. “While the next generation of antivirus has the ability to detect more activity than older versions, file-less attacks are just the beginning, and these tools can now detect abnormal user, host, and network activity. Ensuring your team is on the same page is a critical component in mitigating these attacks.”

  • Coordinating Cybersecurity Requirements

In partnership with the IT department, HR should ensure that there are well-documented policies, standards, and best practices for not only averting attacks or breaches, but also for reporting attempted or successful cybercrimes. Throughout their day-to-day tasks, HR professionals are expected to adhere to the organization’s procedures and guidelines as well as communicate this information with staff. Understanding the various protocols, exploits, tools, and resources fraudsters utilize can help members of HR in assisting their staff to build confidence in mitigating a cyber risk. At the very least, Foxx adds, bankers should adhere to cyber security frameworks such as the NIST Cybersecurity Framework or ISO 27001 certifications, which assist organizations in gaining direction and highlighting areas of need.

As more aspects of our daily lives digitalize, and cybercrime and attacks become a regular and unfortunate normality across the banking industry, the need to secure sensitive data has become a widespread effort. It is critical that leaders look throughout their staff for unique perspectives and opportunities to educate. Establishing a culture of cybersecurity could be the difference between a secure and a compromised institution.

Ready to take your cybersecurity to the next step? Visit fipco.com/solutions/it-audit-security to ensure your bank is secure!

FIPCO is WBA subsidiary and Gold Associate Member.

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Five Years In, AHP a Financial Success for Members

Experience the savings with WBA’s Association Health Plan

By Brian Siegenthaler

Five years ago, the Wisconsin Bankers Association (WBA) became the first Wisconsin business group to launch a statewide Association Health Plan (AHP). AHPs provide the same flexibility to small businesses that large organizations enjoy when it comes to negotiating pricing and coverage options for healthcare.

The plan — offered exclusively to WBA-member banks through WBA Employee Benefits Corporation (EBC), a subsidiary of the WBA, is administered by UnitedHealthcare (UHC). Since its inception, WBA’s plan has saved WBA-member banks over $1.8 million. We’ve added 2,000 members and are UHC’s fastest- growing AHP.

Joining the WBA AHP has several benefits, including:

  • A Local Association Team

We provide a consultative approach to help you create a desirable benefit portfolio for your association groups. Our strong customer support helps teams ease the process of addressing healthcare needs.

  • Opportunity for Cost Savings

As a small group of 1–50employees, you can access plans that give you strength in numbers. For rating purposes you’re seen as a large employer, and not subject to Adjusted Community Rating. For groups with 51 or more eligible employees, UHC is offering a Premium Discount and a Renewal Rate Cap of 9% for the first renewal.

  • More Plan Options

UHC offers plan flexibility with dozens of plan designs to choose from — allowing flexibility in options to balance costs. Consumer-driven plan flexibility includes high deductible options, health reimbursement accounts (HRA), and health savings accounts (HSA). The AHP features a customized 45-plan package for the WBA Association Health Plan Employers.

  • Easy to Switch

Our array of plans, doctors, and services are likely similar to what members have today, making for a smoother transition.

  • Strong National Network

The nation’s single largest proprietary network that reaches 98% of the United States’ population — more than 907,000 physicians and healthcare professionals at over 5,500 hospitals.

  • Convenient Resources

Mobile, online, or person-to-person resources that help members make well informed choices about their healthcare costs and needs.

The process to receive a fully underwritten AHP health insurance proposal has been improved. Just two items are needed to receive firm rates — a quote checklist and census.

In addition, WBA EBC is thrilled with the successful launch of the online system for streamlined insurance and human resources tasks. The online portal, accessible through a partnership with the Iowa Bankers Insurance Services, provides member banks with enhanced service, better transparency on costs and expenses, member driven control of enrollment or changes, and the ability to better control administrative costs in the future.

For more information or if you have any questions about WBA EBC’s insurance options, please visit wisbankin.com.

Siegenthaler is vice president for WBA EBC, a WBA Gold Associate Member.

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Investing in Your Team

Always remember that your employees are your greatest asset

By Loni Meiborg

“People don’t leave bad jobs; they leave bad managers.”
— Unknown

“Those who have a best friend at work are twice as likely to be engaged in their jobs.”
— 2018 Gallup Poll

“Alone, we can do so little; together, we can do so much.”
— Helen Keller

We’ve heard it all. We’ve read it all. We’ve experienced most of it. But how, in today’s tumultuous employment atmosphere, do we keep our team engaged, grow great talent, and keep everyone happy without breaking the bank (both the brick-and-mortar and the piggy bank)?

With average costs of onboarding a new employee exceeding $4,100, it’s in every bank’s best interest to crack this code. Taking a page from the marketer’s playbook, it is much more cost effective to focus on growing existing relationships than acquiring new ones. And that adage adds up for employees as well. Here are six strategies to consider to build strength and longevity among your team:

Purpose

Most people will agree, without purpose there’s no point. In fact, performance soars when you can tie an employee’s work to a bank-wide purpose. Providing a strong purpose to an employee’s role will ensure a deeper level of engagement, and even increased satisfaction.

To do this, make sure you are providing transparent communication. Explain the goals of the team, the bank, and offer a big picture perspective. Take an active interest in their development, both professionally and personally when possible. When their service positively impacts the overall goal of the bank, make sure they know that they are part of that success, it will encourage them to find more ways to contribute.

Development

Each year Fortifi Bank surveys its employees to measure satisfaction. And each year, the number one desire is for more career advancement opportunities. An interesting response since, if you asked senior management, they would say the sky is the limit for every employee. So where is the disconnect?

During monthly check-ins, have open conversation about what each employee wants to be “when they grow up.” Then find the appropriate training and development opportunities to support that. Let them know you’re grooming them towards their goals, even if it’s in a different department. Once the right position opens, they’ll be ready and set-up for success. Don’t let your stellar employees leave for a “perceived” growth opportunity — offer it to them first.

Recognition

No matter how long you’ve been a leader, rewards and recognition take constant focus and practice. Set up a system — whether it is a Microsoft® Outlook reminder or an assistant who follows through — to ensure your rewards and recognition efforts are timely and consistent. Although major performance achievements and milestones are important to note, don’t miss the little things either. Post their achievement on the intranet for all to celebrate, send flowers to a new parent or grandparent. When that big project wraps up, acknowledge their work and share your appreciation. Making that human connection with each employee will quell fears, instill trust, and develop a lasting relationship.

Voice

Okay, one more quote —

“In teamwork, silence isn’t golden. It’s deadly.”
— Mark Sanborn

This topic is multi-faceted. In part because when an employee has a voice at work, it opens the door for them to influence decisions. The other part is building the confidence that when an idea, concern, or perspective is expressed, there will be no workplace consequences.

When both are accomplished appropriately, you will get the feedback you need to achieve better results as well as having the team’s full support along the way. Make sure you’re asking for their
input regularly.

Share ideas and concepts well before execution to give them time to process and come back with a thoughtful response. And, whether you take their suggestions or not, it is important to circle back to share why their thoughts were accepted or rejected; and regardless of which, recognize their contributions to the conversation.

Solutions

When building trust among your team, you need a sharp focus on being solution oriented. You might say, “well then what am I paying them for,” but I’m not talking about the day-to-day blocking and tackling. I’m talking about the issues that impact their passion, purpose, and drive to do a good job.

If a team (or individual) is toxic, they look to you for resolution. If they’ve hit a hurdle (or brick wall) on a project they want to see through, they look to you to remove it. If they need a change in process that is outside of their authority, they look to you to have their back. So, ask yourself, do your employees have frustrations? Take them seriously. Work with them to build an action plan and then see it through. You will have their loyalty in return.

Compensation

It is not by accident I list this one last. Don’t get me wrong, money is still a high priority for many, however, with the right mix of compensation strategies, it doesn’t just come down to dollars and cents. In fact, if you jump right to money and skip the previous five strategies, you’ll find your employee turnover rate growing.

Nowadays people expect flexibility. And no, this doesn’t only mean “work from home.” They want to make it to their child’s dance recital at 3 p.m., they want to work at night sometimes to accommodate a later start to their day, they want to take a vacation without feeling guilty. That’s flexibility.

So do your due diligence when setting your compensation philosophy and dive into market research, but keep an eye on what else their package includes. Take an interest in their mental and financial health to keep your employees feeling appreciated. And, when you can, give them grace and stop watching the clock.

If you plan to adopt these or other strategies to engage your employee base on a deeper level, be sure to align your efforts with your entire management team for consistency as they will not be as effective when administered in a silo. In fact, if done in a here-or-there approach, it could cause animosity between teams and break down your culture even faster.

Engagement strategies should also reflect your company’s core values, which are truly the cornerstone of your culture. Consider your values when creating strategies, and how you deliver those strategies — it will make all the difference.

We know things will likely get harder when conducting business and the competition is fierce. Recognize that employees are your greatest asset and take good care of them; in turn, they will take good care of your customers. The dividends are priceless and the rewards vast.

Meiborg is senior vice president – organizational development at Fortifi Bank, Berlin, a member of the 2022–2023 WBA Marketing Committee, and serves as past chair of the WBA BOLT Section Board of Directors.

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The Reversal of America’s Great Resignation

Workers return in droves to businesses across the U.S.

By Hannah Flanders

Across the U.S., employers are seeing workers return following a mass reshuffle in employment. Beginning in 2021, the year following the initial shock of the COVID-19 pandemic, millions of employees began seeking new opportunities with different companies or shifting entirely to different industries. However, as competition continues to grow and COVID precautions subside, many are beginning to return to their previous employers.

COVID Gives Way to New Opportunities

The Great Resignation, spurred by aspects of the pandemic, gave individuals a push to reconsider their employment. The combination of COVID stimulus checks, early retirement, lack of childcare, and reluctance to return to the office caused many — over 47 million, according to the U.S. Bureau of Labor Statistics — to voluntarily quit their jobs in 2021.

While many of these individuals — 53%, according to Pew Research Center — did not completely exit the workforce, workers seeking higher pay orgreater benefits — including remote options — were presented with a greater opportunity to find a new employer.

Not What They Expected

The beginning of 2022 marked a new wave for employees — the Great Regret — or the reversal of the Great Resignation. Some in client-facing, technology, and consumer industries quickly realized that new roles or companies may not have been the best fit. With increasing turnover, onboarding within many companies became less personal and individuals were often not allotted enough time to get comfortable in their new environment. In addition, remote work offered fewer social interactions and work-life balance sometimes took a backseat.

Seventy-two percent of employees surveyed by Muse in early 2022 stated that they had experienced surprise or regret in connection to what a new job opportunity led them to believe. Of the 2,500 individuals surveyed, 80% stated that it would be acceptable to leave a new job before six months if it didn’t meet initial expectations.

Additionally, as widespread access to COVID-19 vaccination continues, businesses and schools across America have re-opened their doors and many individuals are reconsidering their desire for fully remote work. A survey conducted by PwC reported that around 83% of employees have already returned to the office at least two days of the week.

Boomerang Employees

Each year, the number of boomerang employees — or those who return to a previous employer — continues to rise. In 2021, according to data presented by LinkedIn, 4.3% of all new hires were previous employees whereas 10 years prior, these individuals only represented around 2% of new hires.

Rehiring former employees is strategic for both the employer and the employee, but it’s important to consider why they departed initially. While the business regains knowledgeable talents who may not need extensive onboarding, the employee often returns with a higher salary or new position (given their gained experience during their departure and increased negotiating power) and is familiar with the workplace culture.

According to Glassdoor, recruiting former employees could save organizations up to $20,000 per hire. While of course not every former employee may be the perfect fit for the position, considering boomerang employees could tap Wisconsin businesses into “new” candidates that have the ability to fill important positions and reduce costs in today’s competitive job market.

Returning to the Workforce

As pandemic precautions subside and employees rethink previous career changes, many individuals are returning to their previous employers. According to a study conducted by Joblist, more than one in four people who quit their previous job regret their decision.

Although boomerang employees remain a small but growing percentage of new hires each year, the Great Regret has shown the return of many individuals who had previously left the workforce due to the pandemic, including those lacking childcare or entering early retirement.

Be it to combat rising inflation or to explore new opportunities outside of the home, 2022 has shown millions of individuals returning to work. Just this year, unemployment rates in Wisconsin hit record lows thanks to more individuals feeling comfortable with returning to the office, parents sending their children back to in-person classes, and previously retired Americans rejoining the workforce in droves.

Whether it be considering “boomerang employees” or welcoming back those who exited the workforce as a result of the pandemic, businesses throughout the state are seeing more opportunities to regain workers lost to the Great Resignation and benefit from the growing talent pool.

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The Cost of Employee Financial Stress

How Wisconsin employers can best invest in the security of their team

By Hannah Flanders

As inflation and the cost of living across the country continue to rise, more employees are feeling the increasing strain of financial burden in their day-to-day lives. While some individuals may choose to seek higher paying positions to combat this stress, many are looking to their current employer to assist them in finding new solutions to managing these burdens.

Financial stress is often defined as any emotional tension an individual may experience related to money, debt, or upcoming expenses. According to a survey by Purchasing Power in March 2022, 97% of all full-time employees reported that they experience financial stress.

While monetary stress manifests in many different ways, employers should be concerned that these stressors weaken productivity, negatively impact company culture, and decrease overall talent retention.

What Can Employers Do?

According to the 1,100 full-time employees surveyed by Purchasing Power, 57% say the benefits their employer offers have a major to moderate impact on their decision to stay at their current job. While unemployment rates return to pre-pandemic lows, employers must develop attractive benefit packages that not only meet the needs of incoming talent but set current employees up for success.

These benefits — ranging from health insurance and vacation time to retirement planning and financial wellness programs — impact overall employee satisfaction, both personally and professionally, and save businesses billions of dollars each year.

In a survey conducted by the American Psychological Association (APA), money stress experienced among Americans registered at its highest recorded level since 2015. By regularly reassessing employee benefit plans, businesses are better able to accommodate for common stressors — such as retirement and emergency savings — in relation to current events. Additionally, these opportunities allow greater chances for Wisconsin employers to integrate new, relevant, and cutting-edge tools for members of their team.

The Importance of Financial Wellness Programs

More than ever, employees consider it the employer’s responsibility to help employees with their financial well-being. In addition to providing employees the resources they need to feel secure, businesses that invest in financial wellness programs are more likely to retain current talent and save on the cost of recruiting and training.

Today, wellness is no longer determined solely by physical health. In order to wholly provide for employees, employers must account for all aspects that create tension in one’s life. By promoting resources that help employees stretch their dollar, employers are increasing productivity, engagement, and attendance among those who may otherwise be severely impacted by their financial worries.

PwC’s Employee Financial Wellness Survey, conducted in early 2022 on over 3,200 full-time employees, highlighted that among the 29% of employees currently looking for a new job, 65% cite money as their primary reason. However, both financially stressed and non-stressed individuals surveyed reported being more likely to accept a position or stay with a company that they feel cares about their financial well-being.

Wisconsin employers who are not doing so already should consider adopting financial well-being into benefit packages and adding financial education opportunities such as private coaching as resources for every employee. As housing costs, gas prices, and living necessities skyrocket around the country, individuals are seeking additional initiatives that aid in overcoming the recent additional stress.

A Growing Need for Assistance

Similar to how the nature of work and its demands have evolved over the last three years, workers too are reassessing their financial priorities.

The U.S. Census Bureau states that, according to the most recent census data collected in 2020, Wisconsin’s median household income is $63,293, over $4,000 below the national average. Although the importance of establishing and ensuring a health emergency saving fund has been emphasized even more since the onset of the pandemic, a quarter of consumers still have no savings set aside for emergencies, according to the 2022 Emergency Savings and Financial Security report by the Consumer Financial Protection Bureau (CFPB). Additionally, 39% have less than a month’s worth of income saved for emergencies.

This lack of funds directly originates from, according to the CFPB, an individual’s knowledge on how to save. Whether it be lack of information relating to saving or financial constraints, those without emergency saving funds are nearly three times as likely to “not know how to save” than those who have a fund of some proportion.

The Society for Human Resource Management (SHRM) states that while upwards of 95% of organizations offer retirement savings plans, less than 35% offer financial planning/ coaching, and even less (15%) offer emergency savings funds or payroll advances, causing many individuals facing an emergency to charge a credit card, borrow money, or cut other expenses.

However, as the prices for necessities such as groceries, shelter, and gasoline rise — more Wisconsinites than ever are struggling to set aside funds for emergencies, their future, or even other commodities. In addition to setting a 40-year record for total increasing prices (a 9.1% increase since June 2021), both food and energy prices increased by 10.4% and 41.6% percent, respectively, in the last 12 months. These skyrocketing prices represent the largest price jumps consumers have seen since the early 1980s, according to data presented in the June 2022 Consumer Price Index.

Resources Available

Financial wellness programs, such as America Saves and Wisconsin Saves, not only help employers meet the growing demand for budgeting tools, but these campaigns also build consumer confidence, assist individuals in reaching their financial goals, and save businesses added expenses caused by absenteeism or low productivity.

America Saves and Wisconsin Saves provide individuals with the tools and education needed to effectively approach savings goals such as retirement, debt repayment, or vacations. Be it a long- or short-term goal, America Saves supports low- to moderate-income households in saving money, building wealth, and preparing for the unexpected.

The Wisconsin Saves initiative, brought forth by a coalition of Wisconsin organizations including the Wisconsin Bankers Association (WBA), promotes automatic saving opportunities through split deposit. The program, launched in 2021, encourages small- and medium-sized employers to promote the ease and benefits of saving automatically for emergencies through split deposit.

By promoting the success of these programs, encouraging employees to take the America Saves pledge to access additional resources, or motivating teams to split their deposit into a savings fund — Wisconsin businesses can play an important and impactful role in helping their employees improve their financial well-being.

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Embracing the Future of Work at WBA’s Management Conference

Join Wisconsin banking leaders in education and networking opportunities

Banking leaders from throughout Wisconsin will once again reconvene in Wisconsin Dells for a two-day event focused on education and networking. WBA’s Management Conference, beginning on September 13, is a must-attend event for CEOs, CFOs, CCOs, HR leaders, and other members of the bank’s management team.

An optional, pre-conference golf outing is scheduled for September 13 at Rock Golf Club in Wisconsin Dells. Bankers interested in additional opportunities to connect with their banking peers and event sponsors should plan to attend. Following the outing, the event will kick off on Tuesday night with a dinner program recognizing individual bankers who will be receiving WBA’s 30- and 40-year Lifetime Service Awards. Bankers interested in receiving this recognition or honoring an individual who meets the service award criteria should visit wisbank.com/ServiceAwards to complete the nomination form by August 19, 2022 to be included in the program.

On September 14, bankers will have the opportunity to attend two general sessions and two rounds of breakout sessions that include four management-related tracks including credit/lending, human resources, finance, and general bank trends.

In addition to networking among peers, Wisconsin bankers will hear from Sarah Sladek, founder and CEO of XYZ University, LLC during her keynote session on managing and leading during the new era of workplace shift that has recently emerged. While preparing for increasing innovation, shifting values, global connectivity, disruption, and opportunity, Sladek will assist bank leaders and organizers in understanding why they may be struggling to lead a high-functioning team as well as provide insight into how bankers may best be able to usher in a new generation of talent.

To learn more and register for the upcoming event in Wisconsin Dells, visit wisbank.com/management. Questions regarding the conference can be directed to WBA’s Lori Kalscheuer, director – education.

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questions@wisbank.com

608-441-1200

4721 S Biltmore Ln.
Madison, WI 53718

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