CUNA HR/TD Council Conference Podcast Series - Set of 7

See session information below for each

The legal landscape of the workplace in the United States is ever-changing, and 2009 has seen some of the most sweeping changes ever. Amendments and new regulations that became effective in 2009 already have altered employers' obligations, and the President and Congress are considering other sweeping changes. This presentation will discuss recent developments and some of the most significant proposed labor and employment legislation.

The financial industry faces a multitude of compensation challenges – a global financial crisis, economic recession and government-sanctioned restrictions on compensation. At the same time, the Troubled Asset Relief Program (TARP) is driving all financial institutions — whether TARP participants or not — to re-examine existing compensation arrangements related to severance payouts, clawbacks, incentive plan risk, and Say on Pay. Combined, these challenges can make it increasingly difficult to attract, motivate and retain key members of their senior management team. With less money for salary increases, all financial institutions have focused on performance management and incentive planning to define and reward top performers. Join a panel of your peers in this highly interactive discussion to learn about the latest in compensation trends and hear them discuss their credit unions approach to incentive planning; what has worked and what hasn't.

Blogs, YouTube, Twitter, MySpace & Facebook... what does it all mean for your credit union & HR? Love it or hate it, your employees (and members) are engaging in social media and it's not going away anytime soon.

This session will introduce social media/web 2.0 and examples of how credit unions and others are leveraging this new technology to stay relevant. Learn how to use social media in your recruiting, employee training, internal communication, and much more. Attendees will also walk away with tools to monitor employee comments online and develop social media policies.

Economics Update
Bill Hampel, SVP/Chief Economist, Credit Union National Association, Washington, D.C.

Few times in our nation's history have we encountered economic challenges like we face today. What we all seek is information that will help prepare, enlighten and guide us as we look forward to the coming years. What's the outlook for the economy and credit unions for the next year? How long and deep will the economic slowdown be, and how will it affect credit unions as a whole and the role HR and training professionals? What are the best economic indicators to focus on to get a sense of “where were at” moving forward?

How soon before your credit union closes down most (if not all) of its branches and “goes totally virtual”?

Never happen, you say? Don't be so sure. The direction consumer banking is taking suggests this consideration as both a realistic survival strategy and a market-growth opportunity. But whether you're eager for it to happen soon, or don't imagine anything of the sort in the foreseeable future, the one operational dimension it calls for that will pay off for all credit unions— now, and well into the future— is that of “Personal Banker.” Yes, we're talking about your tellers, your MSRs, your loan officers…ALL your member-contact employees. We're talking about adjusting the perceptions of the very core of your entire operation. And we're suggesting that it is time to instigate some new internal strategies, new organizational arrangements, new training practices and new performance dimensions at your credit union. No, it's not a radical idea. It is already tried and true. And, rather than calling for a total, all-out internal culture shift, it really only requires a formalization of many of the practices and inclinations that are already alive and functioning effectively within your organization. Yet the payoff may well be the greatest strategic gain you can make in fulfilling the base intention of your credit union— Helping Your Members Improve Their Personal Financial Circumstance!

(Learn both the “WHY” and “HOW” of this important strategic concept…and take away a list of the basic steps for instigating a “Personal Banker” program at you credit union.)

Performance Consulting: Coaching for Improvement
Beverly Purtell, VP Human Resource Management, Massachusetts CU League, Marlborough, MA

In turbulent times when staffing across the board is lean and management is stretched, it is easy for a manager to get caught up in other tasks besides coaching for improvement. In the best of times, most managers will indicate that performance management and performance coaching are functions that are easily procrastinated. Yet performance management and coaching for improvement are critical, albeit time-consuming, requirements for a manager today. Ask yourself these questions:

• Do your employees know what's expected of them in their job performance? Are you sure?
• Do your employees know what good performance looks like? Have you ever outlined it?
• How have you consistently communicated performance standards? Would your employees agree?
• Do employees feel they receive feedback throughout the year? Or are they surprised with the annual results in a performance review?
• Is there a better way to coach for improvement to get the results you want from your subordinates? Have you actually analyzed what is getting in the way of those results?

If you answered, “Are you kidding!” or “ I'm not sure” or “ Who has time,” to these questions, then it is time to consider changes in how you review employee performance and how you coach an employee along the way for improvement. Good performance consulting is the trademark of a great manager. You provide your underperforming employee with an opportunity to turn a problem around with your guidance; and you demonstrate to your performing employees the fairness of the process… and the ultimate results.

In today's uncertain environment a good succession plan can create certainty. A formal succession plan enables credit unions to identify, groom, and promote internal candidates, minimizing the risk of leadership talent leaving, and ensuring continuity of operations if key leaders do leave.

In this succession planning presentation participants will review the business reasons for creating a succession plan, understand the role Human Resources plays in the succession process, identify the components of a good succession plan; and understand the basic steps required to do a succession plan.