Tag Archive for: Retail Banking

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Congratulations to the November BankWork$ Graduates!

Seated (left to right) are: Kimberly Peoples, Jonathan Chestnut, Maiue Lee, and Adriene Wright. Standing (left to right) are: WBA’s Daryll Lund, Jose Valdehuesa, Joseph Lacey, Josefina Rauda De Stetzer, Diondra Cheese, Aaliyah Sanders, Jeaneams Calderon, Smita Inamdar, Fatuma Shale, Amy Sundberg, Negeli Nsabaka, and Jovo Potkonjak.

The November BankWork$ class has now graduated! The Wisconsin Bankers Association (WBA) is proud to partner with Employ Milwaukee to bring this nationwide program to Wisconsin. BankWork$ is a free, eight-week training program to prepare participants in primarily underserved neighborhoods for retail banking careers.

This graduating class of 13 included Jeaneams Calderon, Diondra Cheese, Jonathan Chestnut, Smita Inamdar, Joseph Lacey, Maiue Lee, Negeli Nsabaka, Kimberly Peoples, Josefina Rauda De Stetzer, Aaliyah Sanders, Fatuma Shale, Amy Sundberg, and Jose Valdehuesa. WBA’s Daryll Lund attended the ceremony and congratulated the graduates on their achievement.

Over the eight weeks, these students learned the hard and soft skills necessary for entry-level retail and operations positions. The program began in 2019 and has so far provided more than over 100 graduates in the Milwaukee area the opportunity to begin a career in banking.

Thank you to the following banks for sponsoring this program:

  • Associated Bank, Green Bay
  • Bank Five Nine, Oconomowoc
  • First Federal Bank of Wisconsin, Waukesha
  • First Midwest Bank, Milwaukee
  • Johnson Financial Group
  • PyraMax Bank, Greenfield
  • Spring Bank, Brookfield
  • The Equitable Bank, Wauwatosa
  • Waterstone Bank, Milwaukee
  • Wells Fargo
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Bank On Greater Milwaukee Empowers Families Statewide

Over three years of connecting consumers to financial services and products

By Hannah Flanders

From youth to formerly incarcerated individuals reentering society, Bank On has helped in connecting thousands of underbanked individuals with financial services across the state. Since the launch in 2019, Bank On Greater Milwaukee — a local coalition of the national Bank On movement — has assisted more than a dozen financial institutions in certifying specific accounts that comply with the standards set by the Cities for Financial Empowerment Fund (CFE Fund).

What is Bank On?

Across the country, Bank On has led financial institutions of all sizes to connect with individuals who lack a banking relationship. By identifying barriers to opening and sustaining healthy accounts, Bank On has not only connected more individuals than ever with banking services, but also helped promote safe and appropriate accounts in mainstream financial institutions. In the greater Milwaukee area, the Bank On initiative has specifically targeted its focus on local youth, first-time job seekers, and families with disabilities in gaining access to financial services.

“Our goal as an organization is to assist financial institutions in establishing the initial relationship with unbanked individuals,” states Constance Alberts, program director at Bank On Greater Milwaukee. “By laying the foundation for our community members to build wealth and reach their goals, these customers are able to move to the next level — taking out loans or mortgaging a new house. This first step builds confidence and trust — an important aspect of maintaining loyalty well into the future.”

In partnering with Bank On, banks have the opportunity to be advocates for underserved groups and the ability to connect them with the appropriate services and products for their unique situations.

Bank On’s Impact in Wisconsin

In October, the Federal Deposit Insurance Corporation (FDIC) released its biennial National Survey of Unbanked and Underbanked Households. The 2021 survey demonstrated a decrease throughout the country in unbanked individuals. In Wisconsin, the unbanked population represented only 2% of the over 5.8 million residents in the state.

This encouraging total is further underscored by the 4% decrease in unbanked individuals throughout the greater Milwaukee area since the previous survey in 2019.

As Bank On expands into the greater Milwaukee community — with numerous institutions offering products and accounts and even more institutions seeking certification — Cheryll Olson-Collins, secretary-designee of the Wisconsin Department of Financial Institutions (DFI), emphasizes the importance of financial soundness in Wisconsin’s communities.

“Being ‘banked’ isn’t just an adjective; it is, in fact, a critical component of financial stability. Having and using a basic checking account both facilitates critical everyday transactions, and at the same time provides a core foundation for other financial successes.”

Why Bank On?

With a mission to connect consumers to safe, affordable bank accounts, Bank On provides a unique opportunity for banks looking to support members of their communities.

“By joining the growing number of Bank On Greater Milwaukee partners, banks will engage with the community in new ways, reach new unbanked or underbanked customers and bring them into the financial mainstream while supporting Community Reinvestment Act (CRA) efforts,” highlights Olson- Collins. “Bank On partners play a critical role in making it possible for people to access the financial mainstream and spearheading a more inclusive financial system.”

Currently, Bank On Greater Milwaukee has 52 members, which include various community-based organizations, financial institutions, government partners, and network partners. Additionally, over 165 individuals are part of the coalition’s network.

Heather MacKinnon, WBA vice president – legal and member of the Bank On Greater Milwaukee leadership team, states that the connections made available through the coalition are one of the greatest resources available for bankers seeking to support their community — even if they are outside of Milwaukee County.

“It is impressive how the community participants and financial institutions involved with Bank On Greater Milwaukee work to connect persons with a need for safe, low-cost banking products with banks that offer a certified Bank On account,” she says. “It is a helpful tool for banks working on their diversity, equity, and inclusion (DEI) initiatives to partner with their local community groups working on similar missions of financial empowerment.”

How to Get Involved

While Wisconsin’s sole Bank On coalition is currently based in and only serves residents of Milwaukee County, banks throughout Wisconsin have the ability to get involved.

“With so much work to be done in granting unbanked individuals access [to safe financial services,] it is impossible to tackle alone,” said Alberts. “It is critical that financial institutions throughout the state acknowledge where there is a need for safe, affordable banking and promote what is good in their communities.”

In addition to connecting Milwaukee-area residents to certified, safe, and low-cost products, the Bank On Greater Milwaukee initiative aims to support consumer financial education throughout the state and assist financial institutions in recognizing the need in their communities.

Community involvement, according to Alberts, is a significant way that banks can begin serving the low- to moderate income members of their communities and is a pipeline for additional benefits for both the consumer and the financial institution. Bankers looking to get involved with Bank On Greater Milwaukee, learn more about the coalition, or certify an account with the CFE Fund should visit bankonmilwaukee.org.

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Pursuing a Life-Long Passion of Serving the Community

A Graduate Profile of NaKecia Dean, Johnson Financial Group

By Hannah Flanders

NaKecia Dean began her career in financial services at just 14 years old. The then high school student started in the cash room of a local grocery store before transitioning to a check cashing store as a teller and eventually assistant manager.

Dean eventually left this job to pursue a position in customer service and grow her family, however, after nearly 25 years, a bachelor’s degree in business with a minor in small business and entrepreneurship, and previous experience in the financial services under her belt — the mother of two was craving a return to the world of banking.

Shortly after mentioning her desire to her fiancé, André, Dean received an email from EmployMilwaukee regarding their upcoming eight-week BankWork$ program.

“It was an ‘oh wow’ moment,” describes Dean. “I jumped on the opportunity right away because it was God and the universe speaking very clearly to me.”

Though Dean entered the program with a slew of previous experience, she and her classmates learned the hard and soft skills necessary for entry-level retail and operations positions such as deepening the customer relationship, functions of a bank, and general cash handling.

“Some may think that banking is simple — you just need to be able to count money. Banking is so much more than that,” states Dean of the experience she gained during the eight-week training program. “Having the knowledge and [ability] to develop by taking on new challenges has made me a better banker.”

Following her graduation in June 2021, BankWork$ graduates and partner banks took part in a hiring event in which Dean was recruited to join Johnson Financial Group.

At Johnson Financial, Dean serves as a Relationship Banker 1, and with her knowledge, particularly in small business and entrepreneurship, Dean has formed a close connection to many small business owners in the Milwaukee area. To anyone she meets, Dean’s passion for not only banking, but assisting her community is evident.

“Not only do I have the opportunity to work face to face with real people every day, in handling their money, I build their trust and form a very strong relationship, especially with those I see regularly,” highlights Dean. “I love helping customers, greeting them by first or last name — getting to know them.”

Dean’s passion and experience in serving customers has allowed her career in banking to flourish. In addition, the BankWork$ training program provided Dean with the ability to hone these critical skills.

Thanks to the tools, resources, and confidence offered by the BankWork$ program and its instructors, Dean sees herself continuing her success in the banking world and progressing to new levels in the bank. She one day hopes to assist in managing her own branch.

To prospective bankers, Dean underscores the BankWork$ program as a rewarding opportunity to not only expand banking knowledge but leave prepared for the workforce.

“The instructors are so willing to assist because their main goals is to see you succeed in the program and in the banking industry.”

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Branding Your Culture

Wisconsin banks empower employees, drive service

By Hannah Flanders

Accelerated by the COVID-19 pandemic, changes in work-life balance, employee expectations, and workplace culture have all dramatically shifted among every industry. However, as new cultures of service emerge internally, an increasing number of businesses are considering how this company culture shift may widely benefit both current and prospective employees as well as the perspective of customers.

The Culture of Serving Others

Company culture, or the shared values and beliefs held within an organization, continues to prove itself as a significant factor not only in talent attraction and recruitment, but in how Wisconsin’s community banks are able to stand out from large competitors.

Time and time again, poor management or lack of service are often to blame for individuals leaving businesses or finding new providers. However, as Wisconsin’s community banks focus their efforts into doing what they do best — providing high quality service to every member of their communities — it will come as no surprise that talent and customers will follow.

Establishing an Effective Company Culture

According to Amanda Emery-Morris, training and marketing coordinator at Farmers & Mer- chants Union Bank in Columbus, company culture is largely connected to the mission, vision, and beliefs held by the bank. In this, most Wisconsin banks have already completed the most challenging aspect.

In order to encourage employees to adopt these values, managers should ensure a sense of trust among their staff.

Robb Rempel of Nebraska-based Haberfeld highlights that in order to empower the employee, it is critical that they are provided with, and have an understanding of, products they believe in and have processes that encourage follow through.

These processes should not only include training and equipping every team member to identify customer needs but ensuring every team member understands where they can turn with questions or direct others. These skills are vital in fostering a confident team.

Sustaining Culture Among Employees

Of course, setting employees and prospective talent up for success is one aspect to consider — but how can banks ensure they are continually boosting employee morale and that company culture is evident to new or prospective employees? Rempel suggests that community bankers should lean into the changes caused by COVID.

“Regularly check in with your team — really get to know them as people,” he notes.

This follow through not only drives engagement and performance but develops a personal connection between team members. As our industry demands this intimate connection with others in order to better serve, it is critical that at every level, managers show this care for their employees who then feel inclined to pass it on to the customer.

“Part of our retention strategy is to provide the tools [our team members] need to do their jobs efficiently,” says Emery-Morris. “Whether it be more training or mentoring, [our goal is to] help that individual be the best banker he or she can be.”

Additionally, banks should recognize team members based on their contributions to the overall culture of the organization — not just top job performance. By building a brand surrounding the service provided by employees of the organization and celebrating the successes, others are encouraged to take part.

The Society for Human Resources Management (SHRM) considers reward and recognition programs as key mechanisms to motivate employees to act in accordance with the culture and values.

While strategy remains an important factor not only in keeping Wisconsin’s community banks relevant and competitive against the growth in competition for customers and talent, Rempel encourages banks to “build a brand around service, not so much procedure.”

How to Leverage Culture Externally

While commonly considered as a way to form rooted connections among employees and the business, culture can also be used to make community banks stand out. In focusing specifically on expanding the culture of service bankers bring to their communities, new ways to market closely follow.

In particular, word-of-mouth marketing is one of the most valuable tools a business can utilize. According to Semrush, an online visibility management and marketing platform, around 90% of people are likely to trust a recommended brand.

This tactic has the potential to not only drive sales in new customers, but it is also a simple and highly effective way for community banks to increase the awareness of their organization.

During the recruiting process, community banks may also emphasize company culture by ensuring prospective employees align with the bank’s mission, rather than solely by skill.

“By knowing who we [Farmers & Merchant Union Bank] are and what we want to achieve, employees and prospective employees know what we stand for and what’s expected of them,” states Emery-Morris.

In this, community banks that intertwine culture into the standard hiring process may find that employees are more likely to have higher performance and the business will suffer less from the costly impact of departures.

Staying Informed and Ahead

As company culture continually shifts and services valued by employees and customers evolve, it is critical that Wisconsin’s community banks are prepared to deliver.

During the Wisconsin Bankers Association’s (WBA) upcoming LEAD360 Conference, bankers will be equipped with the tools, skills, and understanding to cultivate an environment of productivity and foster connections.

Retail, sales, marketing, and financial literacy bankers convening in Wisconsin Dells November 16 and 17 will have the opportunity to learn more on topics related to service culture and talent retention from Rempel and Emery-Morris as well as several other speakers.

To learn more about the conference or register, please visit wisbank.com/lead360.

The conference is designed to help ensure Wisconsin’s community banks are prepared to promote the value of staff and assist team members in efficiently and effectively serving their communities. The ability to stay abreast of the ever-evolving workplace culture shifts and trends in our industry will prove essential in remaining competitive and ready to serve.

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ITMs Are Catching On With Bankers, Customers

Interactive teller machines (ITMs): the convenience of an ATM plus personal service

By Paul Gores

While some financial institutions still are considering whether to install interactive teller machines, Wisconsin banks that already have invested in ITMs say they’re becoming an increasingly important part of their business strategy.

ITMs — essentially enhanced-function ATMs that let a customer speak with a teller via a video screen — allow in-branch employees to focus on higher-level interactions with customers while the technology handles routine transactions, bankers say.

Wisconsin bankers using ITMs say their customers, in an increasingly video-driven world, want them and quickly become accustomed to them. And they note that when the coronavirus pandemic shut down branches in 2020, they were a godsend.

“It can do deposits, withdrawals. It has the convenience of having more than just $20s,” said Lisa Schwalen, retail market manager for Bank of Luxemburg. “It can change the PIN on your debit card. Loan payments. Really, anything you can pretty much do over the teller line, you can do at the ITM.”

Banking equipment vendor NCR Corporation calls the ITM a “branch in a box.” Among its functions, according to NCR, an ITM can be used to: get cash, deposit checks, cash checks to the penny, handle bill and loan payments, transfer funds to any account, order replacement cards, process savings bonds and redemptions, process CD renewals and inquiries, and issue money orders.

Bank of Luxemburg placed its first ITM in a local grocery store in January of 2021.

“Ultimately it’s the flexibility that we are hoping to bring to our customers to allow them to do some banking not only outside the traditional banking business hours per se, but also to give them the convenience — going to the grocery store and having it there,” Schwalen said.

Bank of Luxemburg now has two other ITMs, including in a branch drive-through lane, which is how many banks are using them. The ITM essentially replaces the old tube system for exchanging checks and cash between a driver and a teller inside the branch.

At Madison’s Park Bank, ITMs are in the drive-through lanes.

“We’ve ripped out the tubes and put them in our drive-ups,” said Jeff Kurek, vice president of information and cyber security for Park Bank.

Park Bank had ITMs in place before the word “COVID” became part of everyday life.

“They were great during the pandemic,” Kurek said. “During the pandemic, the lobbies were all shut down. We were told to shut down. And we had employees who still had jobs to do. So the customers went up to the ITM. They could open up a bank account if they’d so choose. They were a lifesaver during the pandemic. We had full-service branches because of them.”

Kurek said Park Bank invested in ITMs, in part, because customers indicated they wanted them.

“The customer is always asking for the latest and greatest technology,” Kurek said.

The Stephenson National Bank & Trust in Marinette also was ahead of the COVID curve, installing ITMs starting in 2017. Elisa Rollo, senior vice president and chief retail officer, said the bank was looking to modernize its technology offerings for customers, and, among other factors, consider future staffing needs.

The Stephenson National Bank & Trust has 16 ITMs.

“We have three dedicated people to those 16 machines,” Rollo said. “If and when we decide to put more machines in, we would probably not add staff right away. I’m assuming they can do up to eight [ITMs each], and they’ve got it timed so well to where they know their customers’ traffic flow and the items that they’re handling.”

According to a survey last year by the branding firm Adrenaline, even though ITMs entered the market in the 2010s, most ITMs have been put into operation in just the last five years. Juliet D’Ambrosio, Adrenaline’s managing director of strategy, said in a report that ITMs were a self-service technology that “serves as a bridge between the physical and digital, improving customer experience and increasing revenue per customer.”

“It can serve dual purposes — automating routine banking activity while providing access to bankers for higher-value consultations,” she said.

John Kaprelian, vice president and retail manager for Marshfield-based Forward Bank, shares that view.

“I think what we’re going to see is a continued shift toward branch staff being used primarily for the value-add activities that require humans — that people are better at than machines. Giving advice, opening accounts, answering questions, lending — those sorts of things,” said Kaprelian, whose institution began using ITMs a year ago. “And the teller work is really going to become a secondary responsibility of that staff and will be an increasingly small part of their day-to-day activities.”

Some banks have reported that once customers become comfortable with ITMs, they often don’t need to contact the teller who is staffing the ITM to conduct a transaction.

Customer adoption and price are two of the main concerns of banks considering an investment in ITMs.

To encourage adoption, Bank of Luxemburg temporarily posted a banker near its grocery store ITM to show customers how to use it. The bank also filmed a YouTube video explaining the ITM.

Rollo said those monitoring usage at The Stephenson National Bank & Trust’s ITMs were a little surprised at how quickly older customers took to the new technology.

“We thought the older people aren’t going to adopt as quickly. Well, those now are some of our biggest advocates for the technology,” Rollo said. “They love to walk up and press a button, or never get out of their car, and they don’t have to see a person face to face. They can hear better with them, see a person better than you can in a drive-through through window.”

Kurek said customers needed some assistance at first.

“They needed some help, like with all change,” Kurek said. “We helped and we assisted, and I would say the pandemic escalated that. It changed the way people were doing things.”

Said Karen Berg, customer support manager for Forward Bank: “Actually, our customers have been really accepting of the ITMs and they have caught on pretty fast.”

An Adrenaline report from 2021 found that large majorities in all generations thought they would be extremely or very comfortable using an ITM: Millennials, 86%; Gen X, 85%; Gen Z, 80%; and those 55 and older, 72%.

The issue of price may be what’s holding some banks back on an ITM investment, although Adrenaline found that 60% of banks plan to deploy them by 2024.

A report last year by the financial institutions consulting firm Bancography explained the potential cost of that first ITM.

The report said if a bank already operates ITMs, the marginal cost of adding another probably would be less than $100,000.

“However, a critical challenge of implementing ITMs lies in the initial setup cost,” the Bancography report stated. “The back office infrastructure required to establish an initial ITM (building connectivity to the call center, systems integration, etc.) can cost $300,000– $500,000. So, assuming the midpoint and $85,000 for the machine itself, the first ITM costs $485,000.”

But if the initial rollout is bigger, the fixed infrastructure cost is amortized to a more reasonable level, Bancography said.

“The first one you put in definitely is costly just because you’re not only buying the machine, but the bank also has to build the parameters and the data input and the software to run the machine,” said Bank of Luxemburg’s Schwalen. “That usually is about three times the cost of the actual ITM. Once you get the first one down, the second ones obviously are a lot more reasonable. The average ITM, depending on the company — there’s different vendors out there — I would say they are in the neighborhood of $60,000 to $80,000.”

Rollo said when The Stephenson National Bank & Trust was making the decision about ITMs, its ATMs were getting to the point where they needed to be replaced anyway.

“The opportunity to do it — and do it the right way — was there,” she said. “They do cost — probably I want to say — double what our normal ATM would cost. That includes the infrastructure to make the system work.”

Bankers using ITMs in Wisconsin said the machines provide additional opportunities for local bank employees who want to be involved with the new technology.

“When we started converting the drive-ups, we never eliminated any positions. We didn’t know how many people we were going to have to have behind the scenes and running these drive-ups,” Rollo said. “We started out slower and had four of the drive-up people converted — we call them interactive service agents. They were universal bankers and tellers that transitioned into this role. We didn’t hire anybody specifically for the role.”

The bank still has two of those four original interactive service agents — “They’re really good at what they do,” Rollo said — and the bank also has cross-trained some other universal bankers and contact center employees as back-up.

Even as ITMs catch on, bank leaders don’t foresee a day when traditional face-to- face tellers and front-line bankers will disappear.

“Technology is not perfect. Technology will not replace our people,” said Park Bank’s Kurek. “It’s only going to enhance our customer experience. The technology is a response to needs, to us listening to what they’re asking for.”

Forward Bank’s Kaprelian said he doesn’t think tellers are going away.

“There are certain activities that ITMs just aren’t very good at handling, and you’re going to require staff — humans — to actually do it,” he said. “I don’t think that’s going to change for quite a while, if ever.”

Gores is a journalist who covered business news for the Milwaukee Journal Sentinel for 20 years.

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Congratulations to the August BankWork$ Graduates!

Pictured left to right are: Raynique Scott; Christina Summerville; Bianca Carroll McDaniel; Jovo Potkonjak, BankWork$ program manager; Janiaya Rainey; Davina McKee; Ayleene Rodriguez; Rose Oswald Poels, WBA’s president and CEO; and Adriene Wright, BankWork$ instructor. Seated in the center is Rayan Berryman.

The August BankWork$ class has now graduated! The Wisconsin Bankers Association is proud to partner with Employ Milwaukee to bring this nationwide program to Wisconsin. BankWork$ is a free, eight-week training program to prepare participants in primarily underserved neighborhoods for retail banking careers.

This graduating class of seven included Rayan Berryman, Bianca Carroll McDaniel, Davina McKee, Janiaya Rainey, Ayleene Rodriguez, Raynique Scott, and Christina Summerville. WBA’s Rose Oswald Poels attended the ceremony and congratulated the graduates on their achievement.

Over the eight weeks, these students learned the hard and soft skills necessary for entry-level retail and operations positions. The Milwaukee program began in 2019 and has so far provided more than 4,000 graduates in the throughout the U.S. the opportunity to begin a career in banking.

Thank you to the following banks for sponsoring this program:

  • Associated Bank, Green Bay
  • Bank Five Nine, Oconomowoc
  • First Federal Bank of Wisconsin, Waukesha
  • First Midwest Bank, Milwaukee
  • Johnson Financial Group
  • PyraMax Bank, Greenfield
  • Spring Bank, Brookfield
  • The Equitable Bank, Wauwatosa
  • Waterstone Bank, Milwaukee
  • Wells Fargo
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Congratulations to Deposit Compliance School Attendees

Congratulations to the 19 bankers who recently completed the 2022 Deposit Compliance School held August 22 and 23 at the WBA headquarters in Madison and via livestream! WBA’s Deposit Compliance School is designed to give Wisconsin bankers a strong foundation of the various deposit regulations that affect banks. 

  • Aubrie Bobholz, Horicon Bank  
  • Lu Ann Bowman, Mound City Bank, Platteville  
  • Laura Enders, Bank of Sun Prairie  
  • Carol Green, First Community Bank, Milton  
  • Nicole Havel, Dairy State Bank, Rice Lake  
  • Andy Hayes, Capitol Bank, Madison  
  • Kelsey Herold, First Citizens State Bank-Whitewater, Whitewater  
  • Austin Hines, River Falls State Bank, River Falls  
  • Hailey Klaas, Peoples State Bank, Lancaster  
  • Marty MacEacher, Peoples State Bank, Prairie du Chien  
  • Amanda Markell, Bank of Sun Prairie, Sun Prairie  
  • Brett Miller, Capitol Bank, Madison  
  • Brooke Noboa, First Federal Bank of Wisconsin, Waukesha  
  • Brad Olsen, WoodTrust Bank, Wisconsin Rapids  
  • Hunter Olson, American Bank of Beaver Dam, Beaver Dam  
  • Nicole Ramirez, Woodford State Bank, Monroe  
  • Deanna Van Acker, Johnson Financial Group, Racine  
  • Brian Vogeltanz, Bank of Luxemburg, Luxemburg  
  • Evan Whitehead, Settlers bank, Appleton 

Deposit Compliance School Class Photo

 

This school is geared toward bank retail staff, including head tellers, personal bankers, universal bankers and managers, as well as compliance officers, operations personnel, and bank legal counsel. WBA Director – Legal Scott Birrenkott, FIPCO Compliance & Risk Management Advisor Michelle Haslam, and compliance consultant Laureen Lehnberg served as faculty for this year’s Deposit Compliance School.

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Congratulations to the June BankWork$ Graduates!

Pictured left to right are: Dawanda Street, Darnesha Wilson, Evan Taylor, Nayeli Rocha, and Yesenia Delgado — graduates of the June BankWork$ class.

The June BankWork$ class has now graduated! The Wisconsin Bankers Association is proud to partner with Employ Milwaukee to bring this nationwide program to Wisconsin. BankWork$ is a free, eight-week training program to prepare participants in primarily underserved neighborhoods for retail banking careers.

This graduating class of five included Yesenia Delgado, Nayeli Rocha, Dawanda Street, Evan Taylor, and Darnesha Wilson. WBA’s Daryll Lund attended the ceremony and congratulated the graduates on their achievement.

Over the eight weeks, these students learned the hard and soft skills necessary for entry-level retail and operations positions. The program began in 2019 and has so far provided more than 4,000 graduates in the Milwaukee area the opportunity to begin a career in banking.

Thank you to the following banks for sponsoring this program:

  • Associated Bank, Green Bay
  • Bank Five Nine, Oconomowoc
  • First Federal Bank of Wisconsin, Waukesha
  • First Midwest Bank, Milwaukee
  • Johnson Financial Group
  • PyraMax Bank, Greenfield
  • Spring Bank, Brookfield
  • The Equitable Bank, Wauwatosa
  • Waterstone Bank, Milwaukee
  • Wells Fargo
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You’re Stronger Than You Might Realize

Uncovering the hidden talents in your team

By Lisa Dixon

We all have hidden talents. At least that’s what my mom used to tell me every time I failed to land a cartwheel — something I still believe every 11 year old, besides me, could do. But she meant well and although I never did learn how to do a cartwheel, I did have other talents that my friends didn’t. And in today’s world, where staffing is tougher than ever and every business is vying for the same pool of candidates, this might be a good time to step back and look for those hidden talents in your workforce.

A few years back, Westbury Bank wanted to put together a welcome video for new hires — something that was fun and would really showcase the team. As we were discussing the project, someone remembered that we had a part-time teller who was going to school for video production. After talking with the employee and sharing our vision of the video, he was excited to not only shoot it, but to write a script and edit the final product. It turned out great and started us on a path to discover what other talents our coworkers might be hiding.

When we were looking for a photographer to shoot some pictures for a billboard campaign, we first turned to our employees to see if anyone had photography skills. Sure enough, our part-time teller had been dabbling in photography for a few years and was thrilled at the opportunity. It was a win-win. We got great shots for our billboards, and he got some real-world samples to add to his growing portfolio.

It’s not just those “creative talents” that I’m talking about. We tend to think of employees’ skills based on the title they have. Teller, deposit operations, compliance, marketing, etc. But if you really get to know your employees, you may find skills that neither you nor they ever considered. Need help with social media? You likely have someone who is well versed and would love to assist with creating posts. Accounting is struggling to find entry level candidates? Look to your branch staff, where you may find someone who not only understands how the front end works but also has the aptitude and drive needed to apply those skills on the back end. Commercial credit needs help? We have filled a number of those spots with part-time college students who became full-time employees upon graduation.

I’m not necessarily suggesting you “rob Peter to pay Paul,” although in some cases that might be the case — there are certain positions that are easier to fill than others. But, instead, be creative. Stop limiting your perception of employees’ skills based on their current title. Talk to employees about what their drive and passions are, and maybe then you’ll uncover some hidden talents.

Dixon, senior vice president – retail banking at Westbury Bank in Waukesha, is a member of the 2021–2022 WBA Marketing Committee.

This column is published bi-monthly in Wisconsin Banker and is written by members of the WBA Marketing Committee.

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An Era of Evolution: Expanding Good Practices Beyond 2020

By Hannah Flanders

Following one of the deadliest pandemics the world has seen, U.S. government officials, businesses, and individuals alike have naturally begun to reassess what safe health practices look like. In banks throughout Wisconsin, this is certainly no different. From plexiglass to constant reminders to sanitize, cover your mouth, and stay home when you are sick — these lessons aren’t a byproduct of the COVID-19 pandemic but rather knowledge that has subtly been around us this whole time without us really noticing.

From buffet sneeze guards to “employees must wash hands before returning to work” signs, safe health practices were evident in public spaces long before COVID. What the pandemic did bring about, however, was the general public’s awareness to safety and health practices.

At the onset of the pandemic, bankers across Wisconsin assembled plexiglass screens and masked up for the protection of themselves, their coworkers, and every customer. Unlike before, health protocols were broadcasted on the news, posted on doors, and mentioned at every meeting. This hyperawareness, while effective in helping stop the spread, has highlighted specific efforts needed to accommodate the safety of every member of the community.

“Often times, customer ‘protocols’ are framed negatively in the eye of the customer,” says Mike Parnon, architect at Brookfield-based BrandPoint Design. “It is important that banks are able to find a balance in improving overall customer experience by conveying their attentiveness to both financial and physical health.”

Mandates set in place during COVID at the state and federal level stressed the importance of complying with the Americans with Disabilities Act of 1990 (ADA). This civil rights law, and code for contractors, emphasizes the accessibility of public spaces. The pandemic highlighted for businesses throughout the state the need to further prioritize safe, accessible spaces for all.

Be it expanding mobile banking applications, so customers have access to their money wherever, or integrating more private spaces into bank designs — Wisconsin banks have taken full advantage of these COVID-19-related constraints to create opportunities for their customers.

“The health, safety, and well-being of our employees, customers, and community will always be a top priority for Bank First,” said Rachel Oakes, marketing communications manager at Bank First in Manitowoc. “While office cleanliness and sanitation were always a part of our procedures, COVID has redefined many things. We will continue enhanced sanitation procedures and offer hand sanitizer at our offices.”

During the peak of the pandemic in 2020, banks throughout the state established COVID committees tasked with monitoring, planning, and communicating critical information related to COVID-related guidance onto bank employees and customers. As guidance, even today, continues to evolve, one thing remains the same — daily cleaning and sanitation of all workstations and high-contact surfaces continues to be implemented at most Wisconsin banks.

While some procedures have been eradicated since early 2020, many of them have provided opportunities to further invest in the interest of both the customer and bank employees. “There is a greater awareness of health and public safety and [Bank First] has found that staff and guests are very understanding of any continued procedures and are thankful to see the end of some stricter protocols.” added Oakes.

Since the onset of COVID, community areas in bank branches have shifted their look and feel as well. While many areas remain open for additional seating, coffee and snack stations have either closed or shifted to individually packaged items. In addition, some banks, such as National Bank of Commerce in Superior, have closed their restrooms to the public unless specifically requested by a branch.

“National Bank of Commerce’s approach to protect our associates, customers, and the community, driven by our Business Continuity Plan, helped inform our desire to do what is right for our community,” said Lindsey Growette Stingle, senior vice president — human resources at National Bank of Commerce. “I believe that our associates have adapted well to the ever-changing environment and have shown a willingness to be flexible with the ultimate priority being the safety of their fellow associates, customers, and the community.”

As banks continue to balance differing customer needs in terms of health and safety in their offices, many continue to offer optional protection measures. “At National Bank of Commerce, hand sanitizer, masks, and (requested) rapid tests are still available to all associates,” says Growette Stingle. Additionally, many other Wisconsin banks continue to offer plexiglass shields at teller lines for bankers and customers who wish to use them and have incorporated remote options — either on a case-by-case basis or for those whose position allows.

“Educating the customer is critical in an institution with environmental changes,” states Parnon. “Finding productive ways to inform clients of [the bank’s] position regarding health, safety, comfort, and service is the first step in achieving good practices.”

While banks continue to update their COVID-related guidelines for both their staff and customers, creating safe and healthy spaces for community members has always been a priority for Wisconsin banks. While this may mean the sanitation of pens or the closure of specific areas, it is all done with the best interest of the community in mind.

Although the number of COVID cases throughout the state continues to decrease, banks carry on their commitment to their communities in everything they do. While these positive health-related activities are far from unheard of (even pre-COVID), the heightened public awareness of safe, hygienic spaces caused by the pandemic has allowed room for more solutions that encourage both accessibility and connection.

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Events

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Personal Banker School

The WBA Personal Banker School will start on Tuesday, May 2, 2023 at 9:00 a.m. and adjourn on Wednesday, May 3, 2023 by 4:00 p.m.  The school will be held at the Holiday Inn in Rothschild.

This school has been designed to get personal bankers up to speed quickly by providing them with the techniques and knowledge they need to successfully sell, cross sell, refer and service the banking industry’s ever expanding list of financial products. Attendees will leave the school better equipped to provide your customers with exceptional product knowledge and customer service.

Curriculum Includes:

  • Compliance Overview – focusing on regulations and laws that every personal banker should know.
  • Account Titling – covering individual and joint accounts, trusts, minor accounts, POAs, PODs, and business accounts.
  • Understanding the Financial Side of Banking – understanding the business of banking and the retail bankers role in overall bank profitability.
  • Building & Maintaining Relationships – assessing customer needs, identifying opportunities and building relationships with your customers.
  • Steps for Successful Sales, Cross-Sells, and Referrals
  • Kick Starting High Performance – understanding your role at the bank and having the skills that are necessary to achieve your goals and exceed performance expectations.
  • Group case study and in-class activities to apply what you have learned.

School Faculty:

  • Scott Birrenkott, Director of Legal, Wisconsin Bankers Association
  • Jennifer Pieper, Senior Facilitator/Assistant Vice President, BMO Harris Bank

Who Should Attend?
This school was developed for Personal Bankers, New Accounts Personnel and others who manage retail account relationships. Both new and experienced staff will benefit.

Course Requirements:
Attendees will be expected to attend and participate in all school sessions, complete all pre-school assignments, and participate actively in group and class discussions.

Registration Information:
The registration fee of $495 includes program registration, instruction and materials, and daily lunch and refreshment breaks.

Refund Policy: A refund, less a $150 administrative fee, is provided for written cancellations received by WBA 10 or more business days before the start of a school. All requests for cancellations or substitute registrations must be provided in writing to WBA Education.

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GSB – A Beginners Guide to Asset/Liability Management

It is universally understood that asset/liability management (ALM) is a critical function for management of your financial institution’s performance. Understanding and measuring the financial risks and the associated rewards is the essence of financial management.

Industry interest margins have been under downward pressure due to lower interest rates and increased competition. Properly deploying the ALM process to measure and more importantly, MANAGE, your performance and risks to your institution’s return has never been greater.

This course provides attendees with a basic understanding of the asset/liability management process. We cover the role of asset/liability Management (ALM) in good decision making, as well as the fundamental components to an effective ALM process to measure and manage key risks.

This will cover:

  • The role of the ALM process in financial institutions
  • Options to measure risks we care about in the ALM process
  • Measurements do we use to address ALCO risks

After attending, participants will:

  • Understand the overall framework of Asset/Liability Management
  • Be able to analyze the key risk areas ALCO must manage
  • Explain the role of income simulation, duration and economic value measures
  • Explain the different between static and dynamic value at risk measurements
  • Define Income at risk and value at risk
  • Understand the role of liquidity risk management
  • Outline key variables impacting the results

Target Audience: CEOs, CFOs, ALCO members, controllers, chief risk officer, chief retail, funding officers. This session is intended for individuals that are new to the ALM process.

This 60-minute program will be presented live on: May 17, 2023, 10:00–11:00 a.m. CT

Presenter: Susan Sharbel, Abrigo

Registration Option: Live presentation $275

Recording available through August 17, 2023

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GSB – Net Interest Margin Volatility

For many asset/liability managers, the thought of rising rates is nothing but a history lesson. After decades of declining and low interest rates, financial institutions have come to grips that gravity is a real force on their net interest margin performance. Falling rates = falling profits. History says that as rates rise, so too will financial institutions earnings. But examining the rising rate period between 2016–18 we must ask if what came down, must go back up? Asset/Liability Management is about actively managing risk levels for performance goals. In this session we will examine how your ALCO can drive performance, not simply compliance. With increased competition for strong borrowers and core depositors, it is time to enhance the role of ALCO measuring & managing risk to look at the long-term profitability of your institution.

Target Audience: CEOs, CFOs, ALCO members, controllers, chief risk officer, chief retail, funding officers.

This 60-minute program will be presented live on: May 24, 2023, 2:00–3:00 p.m. CT

Presenter: Dave Koch, Abrigo

Registration Option: Live presentation $275

Recording available through August 24, 2023

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GSB – Digital Banking School

Banking continues to evolve — and as consumer preferences have moved from lobby to service multi-channel, multi-touch interactions, the demand for digital banking services has grown exponentially.

This shift — plus pressure from new and non-traditional competitors for all types of financial services — has led to an entirely new banking landscape. To remain competitive today — and viable tomorrow — community banks need to devote attention, staffing and financial resources to innovation, digital product mix, online customer engagement, technological advances, vendor partnerships and more.

GSB’s Digital Banking School is the first school of its kind — focused exclusively on demystifying these sometimes-intimidating topics — to help community banks move into and/or grow in the digital banking space.

This immersive experience will showcase the key elements of a bank’s effective digital strategy and will be led by industry thought leaders who are experts in digital banking and innovation.

What You’ll Gain

  • Defining the Game
  • Get off the Sidelines — Why Digital Banking?
  • Which Version Do You Want to Play?
  • Create Your Team — The People Factor in Digital Banking
  • What Equipment Do You Need?
  • Building the Foundation to Help You Achieve Digital Banking Success
  • Promoting Your Digital Bank and Building Your Brand
  • Technology & Risk: Cybersecurity Challenges

Who Should Attend

Given the scope of all that’s involved in digital banking, we encourage broad participation across all various areas of the bank — and that’s why we’ve priced this school with a single, affordable per-bank fee. We encourage community bank CEOs to attend, along with leadership teams from operations, retail strategy, lending, business development, marketing, technology, project management, cybersecurity and compliance. All will benefit from the program and be better positioned to make the important shifts that drive digital banking success.

When: April 3–27, 2023

Program Fee: $3,300/bank

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Branch Manager Boot Camp

The WBA Branch Manager Boot Camp will include 4 virtual half-day sessions. Sessions will be held on Zoom from 8:00–11:00 a.m. CT on February 2, March 2, March 23, & April 27, 2023.

About the Program:
Want to grow your total assets in excess of 20% year-over-year? Wish to grow your deposit base by more than 20%? Then consider an investment in training your branch managers in our Branch Manager Bootcamp!

What does your branch have that alternate branch channels and non-bank competitors don’t? The branch has you and your people. As the number of branch transactions continues to fall, community banks and credit unions must reassess the role of the branch manager. Companies must invest in the manager, giving him or her the right people, tools, client goals, and sales goals, and step back and watch the results change into a dynamic source of profitability.

This exciting, four-part series will focus on the next generation manager who will be leading the transition to client relationship management, and to managing an active advisory environment for the client to achieve financial goals. The next generation manager will be leading this vital transformation.

The program will focus on the critical skills and expectations that need to be developed to ensure that the next generation branch manager will exceed expectations and goals set for him or her. Participants will engage in discussions, small group activities, and skills practices to ensure that ideas are shared and learning is entertaining and adopted.

Who Should Attend:
New and experienced Branch Managers, Assistant Branch Managers, Teller Supervisors, Lead Frontline Professionals, and any professional aspiring to lead the team in a retail branch.

Registration Information: 
The registration fee of $800/attendee includes program registration for each of the four sessions, instruction and electronic materials. Upon completion of all four sessions, attendees will receive a certificate of completion for the Branch Manager Boot Camp.

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Personal Banker School

The WBA Personal Banker School will start on Wednesday, November 2, 2022 at 9:00 a.m. and adjourn on Thursday, November 3, 2022 by 4:00 p.m.
This school has been designed to get personal bankers up to speed quickly by providing them with the techniques and knowledge they need to successfully sell, cross sell, refer and service the banking industry’s ever expanding list of financial products. Attendees will leave the school better equipped to provide your customers with exceptional product knowledge and customer service.

Curriculum Includes:

  • Compliance Overview – focusing on regulations and laws that every personal banker should know.
  • Account Titling – covering individual and joint accounts, trusts, minor accounts, POAs, PODs, and business accounts.
  • Understanding the Financial Side of Banking – understanding the business of banking and the retail bankers role in overall bank profitability.
  • Building & Maintaining Relationships – assessing customer needs, identifying opportunities, and building relationships with your customers.
  • Steps for Successful Sales, Cross-Sells, and Referrals
  • Kick Starting High Performance – understanding your role at the bank and having the skills that are necessary to achieve your goals and exceed performance expectations.
  • Group case study and in-class activities to apply what you have learned.

School Faculty:

  • Scott Birrenkott, Director-Legal, Wisconsin Bankers Association
  • Jennifer Pieper, Principal, JPieper Consulting

Who Should Attend?
This school was developed for Personal Bankers, New Accounts Personnel, and others who manage retail account relationships. Both new and experienced staff will benefit.

Registration Information:
The registration fee of $495 includes program registration, instruction and materials, and daily lunch and refreshment breaks.

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WBA Branch Manager Boot Camp

The WBA Branch Manager Boot Camp will include 4 virtual half-day sessions. Sessions will be held on Zoom from 8:00–11:00 a.m. CT on May 24, June 28, July 26, and August 30.

About the Program:
Want to grow your total assets in excess of 20% year-over-year? Wish to grow your deposit base by more than 20%? Then consider an investment in training your branch managers in our Branch Manager Bootcamp!

What does your branch have that alternate branch channels and non-bank competitors don’t? The branch has you and your people. As the number of branch transactions continues to fall, community banks and credit unions must reassess the role of the branch manager. Companies must invest in the manager, giving him or her the right people, tools, client goals, and sales goals, and step back and watch the results change into a dynamic source of profitability.

This exciting, four-part series will focus on the next generation manager who will be leading the transition to client relationship management, and to managing an active advisory environment for the client to achieve financial goals. The next generation manager will be leading this vital transformation.

The program will focus on the critical skills and expectations that need to be developed to ensure that the next generation branch manager will exceed expectations and goals set for him or her. Participants will engage in discussions, small group activities, and skills practices to ensure that ideas are shared and learning is entertaining and adopted.

Who Should Attend:
New and experienced Branch Managers, Assistant Branch Managers, Teller Supervisors, Lead Frontline Professionals, and any professional aspiring to lead the team in a retail branch.

About the Speaker:
Jennie Sobecki is the owner and CEO of Focused Results, a sales and marketing strategy, consulting and training firm concentrating on results-driven process consulting and training experience in community banks and other financial institutions. An expert in designing and implementing sales efforts and processes, Sobecki designs solutions to drive top line growth through better utilization and training of existing sales forces, including sales management.

Sobecki is a graduate of Indiana University and has a certificate in consulting services from Ball State University. Before joining Focused Results, Sobecki was director of sales and marketing for a $3 billion bank holding company, sales manager for a high-performing mid-level Indianapolis bank, and director of corporate training for a large Midwest insurance company.

Registration Information:
The registration fee of $800/attendee includes program registration for each of the four sessions, instruction and electronic materials. Upon completion of all four sessions, attendees will receive a certificate of completion for the Branch Manager Boot Camp.

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GSB – A Beginners Guide to Asset/Liability Management

It is universally understood that asset\liability management (ALM) is a critical function for management of your financial institution’s performance.  Understanding and measuring the financial risks assumed by your institution and the associated rewards is the essence of good financial management.

For decades, industry net interest margins have under pressure due to lower interest rates and increased competition.  With growing pressure from non-bank players offering “banking” services, using the ALM process to measure and more importantly, MANAGE, your performance and risks to your institution’s return has never been greater.

This course provides attendees with a basic understanding of the asset\liability management process.  In the session we cover the role of Asset/Liability Management (ALM) as well as the fundamental components to an effective ALM process to measure and manage key risks.

This webinar will cover

  • The role of the ALM process in financial institutions
  • Options to measure risks we care about in the ALM process
  • Measurements do we use to address ALCO risks,
  • The common faults in community FI risk assessments

Participants will

  • Understand the overall framework of Asset/Liability Management
  • Analyze the key risk areas ALCO must manage
  • Explain the role of income simulation, duration and economic value measures
  • Explain the different between static and dynamic value at risk measurements
  • Define Income at risk and value at risk
  • Understand the role of liquidity risk management
  • Outline key variables impacting the results

Target Audience
CEOs, CFOs, ALCO members, controllers, chief risk officer, chief retail, funding officers.  This session is intended for individuals that are new to the ALM process.

Presenter
Susan Sharbel, Abrigo

Registration Option
Live presentation $330

Recording available through May 2, 2022

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WBA logo

questions@wisbank.com

608-441-1200

4721 S Biltmore Ln.
Madison, WI 53718

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