CMS Case Study

2.

Periodic Management Assessments, Coach Up/Out and Course

Corrections

For new employees, frequent (e.g., bi-weekly) reviews should be held in the first three to six months of a person’s tenure to determine if the employee is the right for the position. For employees in general, more frequent individual performance conversations/assessments with direct reports would likely improve productivity as well as increase employee engagement. The most effective managers are those who communicate the best and the most with those they supervise. Supervisors should have, at minimum, quarterly conversations to encourage and coach direct reports. Addressing any issues quickly to allow the employee to correct is critical.

3. Periodic Employee Assessments The Bank recently moved to create an addendum to the Annual Performance Review which provides each employee the opportunity to provide performance feedback and career goals. This was designed to improve accountability and provide a voice for each employee throughout the organization.

4.

Do It Right the First Time but Don’t Be Afraid to Make Mistakes

Encourage employees to be perfectionists and take pride in the job responsibility. If there is not “buy-in” from new or existing employees, the supervisor should set an example and take the time to offer encouragement. The supervisor should acknowledge mistakes an employee has made but explain what needs to be done differently.

C.

Be Efficient

1.

Separation of Duties

For those lenders with branch managerial roles, allow them to be more efficient in managing and growing a loan portfolio by freeing them of branch oversight removing competing priorities from their job roles. While this separation of job function exists in some, but not all offices at present it is the longer-term strategy to move toward flattening the organizational approach to serving customers. This will occur by moving toward direct reporting of Bankers with the primary role of “lending” reporting to the Sr. Lender, and retail and branch functions moving toward reporting through the COO. Whether or not a formal “City President” title will continue to exist or not, the City President role in the future will begin to take on a role of primary commercial lender, with management of the day-to-day within each office managed by a role akin to a traditional branch manager. There appears to be more efficiency with the producing bankers (“lending team”) reporting to the Sr. Lender, while branch management employees report directly to the COO, or their designee.]

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