12 JANUARY / FEBRUARY 2017 are financially secure, and we are able to serve our membership well. I joke that I am just going to try to not mess it up! Seriously, though, my mandate is to build on Joe’s success. “In 2017 we will embark on a robust strategic planning retreat with the IBA board of directors. Our mission is to address how the IBA can adjust to the ever-changing industry, and how we can best serve our membership moving forward. What changes do we need to make in order to help our banks adjust to the changing world of financial services? “Also this year, our team is continuing to engage in a vigorous professional development program, so we can go from good to great. We want our members to feel that we are providing the very best service to them at all times. When our members think of the IBA, we want them to think, ‘They’ve got my back.’ We strive to be each bank’s partner in success.” Kristin, what should Indiana banks be doing now to attract and retain talent into the future? Kristin: “If talent attraction and retention isn’t a strategic priority for every institution right now, it should be. It’s not specific to banking, it’s far beyond our industry, but banking is fiercely competitive. The challenges that Annette mentioned pertaining to specialist roles do make it very competitive. “We’ve seen a dramatic shift in the level of significance and importance of human resources in our company. The leadership team’s influence and management practices within an organization have changed to include: Do we have career pathing for all of our team members? Do we have talent management programs? Are our performance management programs sound? “It has absolutely everything to do with the corporate culture that you’re providing and knowing your people, knowing what motivates them and being willing to change. That may mean recalibrating your incentive program or offering flexible hours, if those matter to the people who want to build careers within your organization. “Strong talent attraction and retention tactics likely involve numerous adjustments, but the emphasis is on people. We have to know what motivates them, what tools they need and what work environment they prefer. Whether it’s through a survey, a oneon-one conversation or a suggestion box, it’s important to ask your team what is important to them. It’s not always money or extra time off. “It also is important to maintain strong relationships with universities and colleges for talent attraction, as well. If you can initiate internship or job-shadowing programs, or have your bankers out on campuses to speak to students about how banking has changed, the results can be quite rewarding.” For the full panel: Does entrepreneurship fit into the banking world and, if so, how can it be encouraged? Annette: “It certainly fits in, because innovation is such a big topic. If you have individuals who have entrepreneurship ability, they will bring about innovation.” Amber: “You can drive that spirit by building a culture of appreciating and valuing free thought and brainstorming. There are work environments where someone brings up an idea, and somebody else shoots it down. That doesn’t foster the entrepreneurial spirit. But if you have an environment where you encourage each other and build on ideas, then people feel more open to speak. “Our bankers are the system of checks and balances for entrepreneurs. Custom- “There’s so much more opportunity today to learn from inspiring leaders,” observes Annette Russell (far left), 2017 chair of the Indiana Bankers Association. 7 .SI (I,EZIR VIXMVIH EW GLMIJ I\IGYXMZI SJƤGIV SJ XLI Indiana Bankers Association effective Dec. 31, 2016. ers come to bankers and rely on them to tell them whether their ideas are financially feasible. Bankers are experts in the entrepreneurial environment, so they certainly have good footing to be entrepreneurs within their own businesses.” Cindy: “You have to support an environment where employees feel that they can and should share ideas. You have to be very creative and look beyond traditional meetings. We’ve moved toward more working groups. Someone will come up with a concept and then get a group together to talk about it on a regular basis. It’s not as formal, and our employees have been receptive and committed.” Kristin: “I view entrepreneurship as essential to be able to foster an engaged workforce. It doesn’t have to be inventing some grand new product or system for the organization. It’s how banks can continue to identify little ways to competitively differentiate themselves from each another. Entrepreneurship could be developing a service mechanism or an efficiency that we didn’t recognize. “Some of the smallest tweaks can provide awesome marginal gain. An entrepreneurial idea that provides just a little something can end up having a big impact down the road. It’s important competitively to engage the workforce to foster that type of environment.” HB COVER STORY
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