Credit unions are wise to invest in and optimize internal service structures. After all, positive employee interactions improve member service, promote organizational culture, and build stronger teams.
In 12 Ways To Improve Employee Service, Callahan analyst Janet Lee identifies a dozen different best practices for credit unions that want to improve their internal service structure and drive employee engagement.
Internal service at Georgia’s Own Credit Union is vertical, horizontal, inclusive, and intentional. The credit union has put into place multiple policies and programs to take care of the people who take care of members, says Adam Marlowe, the Atlanta institution’s vice president of member impact and delivery.
“Just as we invest in technology and infrastructure ... we invest in our people,” says Marlowe, who is responsible for approximately 200 of the nearly 400-person workforce at Georgia’s Own.
To see the forms that investment takes, both formal and informal, read How To Own Internal Service by Callahan senior writer and editor Marc Rapport.
John Petrey joined University Federal Credit Union ($1.9B, Austin, TX) in October of 2013 as its vice president and chief information officer. Aside from the institution’s size and location of its headquarters, one of the things that drew Petrey to the position was the internal satisfaction the credit union had with the IT department — it was not as high as Petrey thought it should be.
“I am proud of the significant change in the satisfaction of our business departments with IT compared to two years ago,” Petrey says.
In two years, University Federal Credit Union has improved institutionwide IT satisfaction through an ambitious plan and more than 200 tactical objectives. To learn more about how this was accomplished read How Increase The Satisfaction Between IT and CU by Callahan writer and researcher Erik Payne.
For several years, Michigan-based Lake Trust Credit Union distributed a quarterly internal service survey to evaluate how well it was delivering on its brand promise. Today, however, Lake Trust Credit Union favors an environment that organically creates high levels of service — both internal and external — from team members across the credit union, and it uses its own GUIDE model to do that.
“The GUIDE model is something that is personal to Lake Trust,” says Brandalynn Winchester-Middlebrook, vice president of culture and engagement for Lake Trust. “We firmly believe it defines how we provide value to our members.”
To learn more about the GUIDE model and how the credit union ditched surveys and embraced open communication, read A G-U-I-D-E To Break Down Cubicle Walls And Encourage Collaboration by Callahan contributor Sharon Simpson.