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Considerations for AI Adoption at Community Financial Institutions

Written by admin on . Posted in Advice, Consultation, Information Technology.

By: Mike Detrow, CISSP 

You have probably seen the headlines claiming that artificial intelligence (AI) models such as ChatGPT will soon replace many human jobs. Marketing campaigns are also touting the use of AI by vendors to improve the effectiveness of their data analysis tools. If you have not already started to think about the application of AI for banking operations, you will likely be evaluating it soon. Just as with any other risk management practice, it is best to evaluate new technologies proactively rather than waiting until your vendors force you to use them or your employees begin using them without your knowledge. 

The purpose of this article is to identify the risks associated with machine learning and generative AI that you should consider as you are evaluating use cases for AI at your financial institution. Machine learning is the use of training data and algorithms that allow computers to imitate intelligent human behavior more realistically. Generative AI uses machine learning to allow a computer to generate new content such as text, images, video, or sounds based on specific input provided by a user.  

The Role of AI in Financial Institutions: A Look at Practical Applications 

First, let’s explore potential use cases for AI in community financial institutions. Some of the applications that we have seen so far include: 

  • Document development, such as job descriptions, policies, and marketing materials 

Risk Factors for AI Implementation in Community Financial Institutions 

Next, let’s examine some of the potential risks associated with the use of AI in community banks and credit unions. One of the biggest concerns with the use of AI is the security of non-public information. Entering such data into an AI model that is not under the complete control of the financial institution or one of the institution’s vendors introduces the risk of this information being disclosed, resulting in the potential misuse of this sensitive data. 

In addition to security concerns, there are other risks which should be considered. Results provided by AI-driven decision-making models could be biased based on the data that was used to train the model. Also, the information provided by AI models may be inaccurate or misleading, which could inadvertently result in an employee disseminating such incorrect information if not thoroughly vetted.  

Building a Strong Foundation for AI Risk Management within Your Financial Institution 

Now that you are aware of the risks associated with AI, what should you do to evaluate its potential within your bank or credit union? To safeguard your financial institution in the era of rapid AI adoption, it’s imperative to set guidelines early. The first step is to establish a group within your institution that will provide oversight for AI. If you already have an IT Steering Committee, this role will likely be assigned to this committee as it should already include the appropriate employees for this task. If you do not have an IT Steering Committee, you should consider establishing a cross-functional group of employees drawn from various areas of the institution to handle AI oversight. 

The first initiative for your AI oversight group should include a discovery process to identify any existing use of AI at the financial institution. It is possible that employees are already using ChatGPT to help develop marketing materials, for writing scripts or macros, or they may be using web browser plugins to improve productivity. Some of your vendors may also be using AI for various tasks associated with delivering services to your financial institution or customers, such as AML models, loan underwriting, and website virtual assistants or chatbots.  

This group should develop a plan to identify any employee use of AI, whether it be through engaging in conversations with employees or potentially through employing the use of web traffic analysis. Keep in mind that your IT staff may not be the only employees that are potentially using AI within your financial institution.  

Additionally, your AI oversight group should review vendor documentation and, if deemed necessary, reach out to vendors to determine how they may be using AI. The purpose of this discovery process is to determine whether any non-public data has been put at risk based on any current or prior use of AI by employees or vendors so that appropriate actions can be taken to address any potential data misuse and prevent any further inappropriate AI usage.  

Once the AI oversight group has identified existing utilization of AI by employees and vendors and addressed any potential security concerns, the next step is to formally establish the institution’s risk appetite related to AI. This is achieved by documenting it within a policy that will be approved by the board and provided to employees for their acknowledgement. You should consider the following criteria within your policy: 

  • Definition of AI and the associated risks 
  • Authorization Process: Clearly defined IT Steering Committee approval requirements for new use cases. 
  • Vendor Risk Management: Due diligence practices for new vendors and ongoing monitoring of existing vendors to understand their AI usage and the potential risks involved. 
  • Acceptable Use: Employee guidelines for the usage of AI models such as ChatGPT and browser plugins, data security, output verification process, etc. 
  • Ethical and Legal Requirements: Guidelines for nondiscrimination, regulatory compliance, and adherence to other institution policies. 
  • Intellectual Property Protection: Measures to safeguard intellectual property rights and copyrighted material. 
  • Incident Response: Procedures to detect and report any suspected security incidents. 

It is important to note that it is likely not feasible to implement an outright ban of AI at the financial institution within your policy, especially as some of your vendors are likely already using AI or will be using it in the near future. 

With the use of AI expected to increase very rapidly over the next few years, it is imperative for management to establish guidelines for its use as early as possible to limit the potential for its misuse at your institution. 

Y&A’s Solution for Secure AI Adoption and Risk Preparedness within Financial Institutions 

In the rapidly evolving landscape of AI integration within the financial sector, striking a balance between reaping the potential benefits of this technology and practicing effective risk management can be challenging. It’s crucial to adopt a risk-ready approach to scaling AI integration in order to safeguard the future of your institution. The proliferation of AI applications shows no signs of slowing, making it wise to proactively address risks before regulatory measures come into effect. 

To streamline the process of addressing AI risk, Young & Associates offers a customizable AI policy that you can tailor to your financial institution’s specific needs. Click here to learn more about this product. 

Should you have any questions about this article, please reach out to Mike Detrow, Director of Information Technology, at mdetrow@younginc.com or contact us on our website. 

Overdraft Programs and Fees: Navigating the Regulatory Maze

Written by admin on . Posted in Advice, Compliance & Regulations, Consultation.

By: Karen S. Clower, CRCM and William J. Showalter, CRCM, CRP

Fee income practices in overdraft programs have garnered increasing attention from regulatory bodies such as the CFPB, OCC, NCUA, and FDIC. The risks associated with overdraft practices are growing, and overlooking them can pose significant threats to your financial institution.

These regulatory developments are of particular concern for both APSN (Authorize Positive, Settle Negative) and NSF (Non-Sufficient Funds) fee practices. With both federal and state regulators scrutinizing these areas, it’s a critical time for financial institutions to review their overdraft and insufficient funds procedures. Unpacking the intricate world of overdraft programs, understanding fair banking risks, and adopting best practices to mitigate them have never been more crucial.

Multiple Re-Presentment Fees Under the Microscope

The FDIC revised their Supervisory Guidance on Multiple Re-Presentment NSF Fees in June 2023. The core message from this guidance is the importance of transparency in re-presentment practices. The FDIC emphasizes that re-presentment practices may be deceptive when lacking clear disclosure and unfair when they lead to the assessment of multiple NSF fees for a single transaction.

A re-presentment occurs when a transaction is initially declined due to insufficient funds, followed by the merchant resubmitting the transaction, which may incur additional NSF fees. In many instances, customer disclosures do not fully convey the nature of these re-presentment practices, elevating the risk of consumer harm and regulatory violations. It is prudent for financial institutions to review and update disclosures to avoid causing consumer harm and accumulating violations.

Identifying Potential Risks Associated with NSF Fees on Re-Presented Transactions

Examiners have identified several risk factors related to the assessment of NSF fees on re-presented transactions:

  • Consumer Compliance Risk: Charging multiple NSF fees for the same unpaid transaction can breach Section 5 of the FTC Act, which prohibits unfair or deceptive practices. Not adequately informing customers can mislead and potentially harm them.
    • Deceptive Practices: The FDIC finds charging multiple NSF fees without proper disclosure deceptive.
    • Unfair Practices: Inadequate customer advice on fee practices can be unfair, particularly if it causes harm and offers no benefits to the consumer.
  • Third-Party Risk: Third-party involvement in payment processing and tracking re-presented items can lead to risks. Institutions should monitor these arrangements closely.
  • Litigation Risk: Charging multiple NSF fees may lead to litigation. Many institutions have faced class-action lawsuits and substantial settlements for inadequate fee disclosures.

Managing NSF Fee Risks

The FDIC encourages financial institutions to review their practices and disclosures regarding NSF fees for re-presented transactions. Note that a highlight of the most recent update to their supervisory guidance is that their current approach does not involve requesting financial institutions to conduct lookback reviews absent a likelihood of substantial consumer harm. To mitigate the risk of consumer harm and legal violations related to multiple re-presentment NSF fees, financial institutions are encouraged to consider the following:

  • Eliminating NSF fees.
  • Charging only one NSF fee for the same transaction, even if it’s re-presented.
  • Reviewing policies and practices, clarifying re-presentment practices, and providing customers with updated disclosures.
  • Clearly and prominently disclosing NSF fee amounts, when they are imposed, and the conditions under which multiple fees may apply to a single transaction.
  • Reviewing customer notification practices and fee timing to enable customers to avoid multiple fees for re-presented transactions.

These recommendations are based on supervisory observations to date and do not impose any legal obligations to financial institutions. While not mandatory, these steps help in reducing the risk of consumer harm.

FDIC’s Supervision of Re-Presentment NSF Fees: A Closer Look

The FDIC has a specific approach when it comes to overseeing and enforcing regulations regarding multiple re-presentment NSF fee practices. Their main aim is to identify and correct issues related to re-presentment, with a focus on ensuring that customers who have been harmed receive the necessary solutions.

As part of their process for assessing compliance management systems, the FDIC acknowledges institutions that take proactive steps to identify and rectify violations. Importantly, if institutions have already addressed these violations before a consumer compliance examination, examiners generally won’t cite UDAP violations.

When financial institutions proactively identify issues related to re-presentment NSF fees, the FDIC has clear expectations:

  • They should take corrective actions, which include providing restitution to affected customers.
  • There should be a prompt update to NSF fee disclosures and account agreements for all customers, both new and existing.
  • Consideration should be given to implementing additional risk mitigation practices to reduce potential unfairness risks.
  • Monitoring of ongoing activities and customer feedback is essential to ensure that corrective actions are sustained over time.

The FDIC evaluates the need for restitution by considering the potential harm to consumers as a result of the practice, the institution’s record-keeping practices, and any challenges associated with collecting and reviewing transaction data or information related to the frequency and timing of re-presentment fees. In cases where examiners identify law violations related to re-presentment NSF fee practices that have not been self-identified and fully corrected before an examination, the FDIC may contemplate various supervisory or enforcement actions, including the imposition of civil monetary penalties and the requirement for restitution where necessary.

What About APSN Fee Practices?

The regulatory focus extends beyond just re-presentment fees. One noteworthy concern is the practice of charging overdraft fees for transactions that were initially authorized with a positive balance but later settled with a negative balance, referred to as APSN transactions. Here is an overview of the FDIC’s Supervisory Guidance on Charging Overdraft Fees for Authorize Positive, Settle Negative Transactions, which was revised in April 2023 to expand upon the related 2019 Supervisory Highlights article:

Complexity in Overdraft Programs: Overdraft programs, transaction clearing, and settlement processes are intricate. APSN transactions involve consumers being assessed overdraft fees when they had sufficient account balances at the time of transaction initiation but no longer at settlement. This means it is hard for consumers to predict when fees might be assessed and how to avoid them.

Available Balance vs. Ledger Balance: Financial institutions typically use either an available balance method or a ledger balance method for assessing overdraft-related fees. The available balance can be affected by pending debit transactions. Some institutions, especially with the available balance method, assess overdraft fees on transactions authorized when the available balance is positive but posted when the balance is negative.

Unintended Consequences: In some cases, this practice leads to multiple overdraft fees being charged. Unanticipated overdraft fees can cause considerable harm to consumers. The consumer cannot reasonably avoid these fees, and their complexity further compounds the issue. This situation raises the risk of violations of consumer protection laws.

Mitigating Risks: Financial institutions are encouraged to review their practices regarding charging overdraft fees for APSN transactions. This entails ensuring that customers are not charged overdraft fees for transactions they could not anticipate or avoid. This includes monitoring third-party arrangements for compliance, evaluating core processing systems, and improving disclosures to accurately convey fee practices.

With a deep understanding of re-presentment and APSN transactions, financial institutions can effectively navigate the complex landscape of fee income and compliance. A proactive approach can aid in protecting consumers, ensuring regulatory compliance, and maintaining your institution’s reputation.

Balancing Overdraft Fee Income and Compliance

Weighing compliance and reputational risks against the revenue your overdraft program generates is crucial. While fee income is essential, safeguarding your financial institution’s reputation should always be a top priority. Striking the right balance between compliance and revenue is key.

Regulatory Insights and Recent Enforcement Actions

To stay ahead in the realm of overdraft programs, monitoring the insights and actions of regulatory bodies is essential. The CFPB, FRB, OCC, NCUA, and FDIC provide guidance and updates that can directly impact your operations. Recent enforcement actions underscore the consequences of non-compliance. Analyzing these cases can provide insights into areas where institutions have faltered and help you steer clear of similar missteps.

Your Overdraft Compliance Solution: Young & Associates

Managing overdraft programs while staying compliant with fair banking regulations is a complex task. At Young & Associates, we are here to guide you through this maze, ensuring that your financial institution not only thrives financially but also maintains a strong reputation in the industry. By understanding the risks, learning from common pitfalls, and implementing best practices, you can create a robust overdraft program that benefits both your institution and your customers.

For more in-depth guidance tailored to your unique circumstances, reach out to our team of experts. Together, we can navigate the regulatory compliance landscape and keep your financial institution on the path to success. Contact us today.

How Strategic Planning Drives Effective Change Management

Written by admin on . Posted in Advice, Change Management, Consultation, Human Resources, Management & Planning, Strategic Planning.

By: Michael Gerbick, COO 

Change is an undeniable aspect of the modern financial world. To stay competitive, thrive in a dynamic marketplace, and satisfy the demands of both customers and regulators, banks and credit unions must embrace change management as an integral part of their strategic planning process. But how can financial institutions seamlessly integrate change management into their strategies while ensuring their governance processes remain robust enough to meet regulatory requirements? Understanding this symbiotic relationship and how to strategize for achievement is vital.

The Unavoidable Reality: Change in the Financial Sector

The significance of change management in the bank and credit union industry has gained even more prominence in recent times. In the Fiscal Year 2024 Bank Supervision Operating Plan released by the Office of the Comptroller of the Currency Committee on Bank Supervision, change management takes center stage. The plan underscores the importance of banks implementing significant changes in various aspects of their operations, from leadership to risk management frameworks, and even in their use of third-party service providers that support critical activities.

The operating plan emphasizes the role of examiners in identifying these financial institutions and evaluating the suitability of their governance processes. This includes assessing whether the acquisition or retention of qualified staff aligns with the changes undertaken by the board or management. These changes can arise from a variety of factors, including mergers and acquisitions, system conversions, regulatory requirements, and the implementation of new, modified, or expanded products and services, such as cutting-edge technological innovations.

This regulatory focus underscores the critical nature of integrating change management into the strategic planning process for banks and credit unions. It is not just about responding to the evolving landscape; it is about proactively steering the ship towards a brighter, more competitive future. Change is a constant in the financial sector. Market dynamics, technological advancements, shifting customer expectations, and regulatory updates all contribute to the perpetual evolution of this industry.

For banks and credit unions, change should not be a reactive response; it should be a proactive strategy. Strategic planning, often seen as the roadmap for an organization, is the mainstay that can help financial institutions navigate these uncharted waters. However, the true synergy lies in integrating change management into this planning process.

The Power of Change Management

Change management, at its core, is about guiding an organization through the transition from its current state to a desired future state while minimizing disruptions and ensuring that the change is well-received by employees and stakeholders. In the context of banks and credit unions, effective change management can manifest in various forms, such as:

  • Digital Transformation: Embracing new technologies to enhance customer experiences and operational efficiency.
  • Compliance Updates: Adapting to evolving regulatory frameworks to avoid penalties and maintain trust.
  • Cultural Shifts: Fostering a culture of innovation and adaptability among employees.
  • Product and Service Enhancements: Continuously improving offerings to meet customer demands.
  • Proactive Risk Assessment and Management: Identifying, mitigating, and seamlessly integrating risk management to safeguard against potential risks and challenges.

The crucial role of change management in this industry cannot be overstated. It enables financial institutions to execute their strategic visions successfully, transforming conceptual ideas into concrete actions.

Incorporating Change Management into Your Financial Institution’s Strategic Planning

To weave change management seamlessly into your strategic plan, consider the following steps:

  1. Establish a Clear Vision: Clearly define your strategic objectives and the desired outcomes of the change initiatives. Ensure that your team understands and is aligned with this vision.
  2. Identify Key Stakeholders: Recognize the individuals and groups affected by the proposed changes. Engage with them early to gather insights, address concerns, and gain their support.
  3. Create a Robust Governance Framework: Robust governance processes are essential for change management in banking. This includes defining roles and responsibilities, establishing decision-making processes, and setting up regular progress tracking mechanisms.
  4. Develop a Communication Strategy: Effective communication is the backbone of change management. Craft a comprehensive plan to keep stakeholders informed, engaged, and motivated throughout the change journey.
  5. Build Change Champions: Identify and empower individuals within your institution who can serve as change champions. They can help drive the transformation and inspire their colleagues.
  6. Monitor and Adapt: Regularly assess the progress of your change initiatives and be ready to adjust your strategies as needed. Change is iterative, and adaptability is key to success.

Incorporating change management into strategic planning is critical. By establishing a clear vision, engaging key stakeholders, creating a robust governance framework, crafting effective communication strategies, building change champions, and embracing adaptability, your financial institution can navigate change seamlessly and achieve its strategic objectives.

Governance Processes: Meeting Regulatory Requirements

Incorporating change management into your strategic plan does not mean sacrificing regulatory compliance. In fact, it can enhance your ability to meet these requirements effectively. Here is how you can navigate this regulatory landscape while optimizing your change management efforts:

  • Risk Assessment: Conduct comprehensive risk assessments to identify potential compliance gaps and challenges associated with your proposed changes. Address these issues proactively and effectively to minimize regulatory risks.
  • Regulatory Engagement and Collaboration: Establish open and constructive lines of communication with regulators and examiners. Keep them informed of your change initiatives, seek their insights and guidance on change management strategies, and demonstrate your commitment to compliance.
  • Documentation and Reporting: In line with regulatory requirements, maintain meticulous records of your change management efforts, including compliance measures. Thorough and accurate documentation can simplify examinations and audits, making the process smoother and more efficient.
  • Training and Education: Invest in training and educating your staff on regulatory changes and their implications. Knowledgeable employees are your first line of defense against compliance issues.
  • Continuous Improvement: Remember that change is perpetual. Continuously assess and adapt your change management strategies to stay ahead in a rapidly evolving industry.

By following the strategies outlined above, you can navigate the complex regulatory landscape while optimizing your change management efforts and harmonizing change with compliance. Embrace these practices, and your organization will not only thrive in the face of change but also meet regulatory demands with confidence and efficiency.

Embracing Proactive Change Management

Change management is a function of an effective strategic plan. The symbiotic relationship between them is the cornerstone of success in modern financial institutions. Embracing change as an opportunity, rather than a challenge, is crucial. Integrating change management into your strategic planning process, establishing robust governance procedures, and ensuring regulatory compliance are the keys to thriving in an ever-evolving industry.

Remember, change is not a one-time event but a continuous journey toward a brighter future for your institution and stakeholders. Align your strategic planning with regulatory directives and embrace change management as a proactive strategy to not only meet regulatory demands but also position your institution as an industry leader in the dynamic financial landscape. Embrace change, and let it steer your institution toward success.

Young & Associates: Your Partner in Change

Y&A is here to support financial institutions as they navigate the ever-evolving landscape of the financial industry. With our team’s extensive experience in regulatory compliance, risk management, and strategic planning, we stand ready to assist you in successfully embracing, harnessing, and facilitating change. With over 45 years of proven experience as a trusted ally to financial institutions, you can rely on Y&A to guide through the financial sector’s changing terrain. Get in touch with us to learn how we can help.

Succession Planning Strategies for Developing Your Leadership Legacy

Written by admin on . Posted in Advice, Consultation, Management & Planning, Succession Planning.

By: Clarissa Sinchak, PHR, Director of Human Resources

An aging workforce is an increasing concern for many financial institutions, but with thoughtful planning and a solid road map in place, it is possible to leverage the strengths of these invaluable, loyal, and tenured employees while concurrently planning for the future and growth of your organization.

Understanding Workforce Age Trends and the Road Ahead

According to recent studies, the baby boomer generation, comprising individuals aged 57 and older, reflects nearly 20% of the overall U.S. workforce population. However, according to the Bureau of Labor Statistics, this same group of workers represent an even higher percentage in the financial services and banking industries – nearly 24% of the overall workforce. As such, it is important for business leaders to address this demographic shift proactively to ensure continued success of their organizations.

While the expertise of older employees is incredibly vital, there are some key challenges that an ageing workforce presents as it relates to sustaining the future of the company. Naturally, as senior employees retire, financial institutions may inevitably face a skills gap if there are not enough younger employees with the necessary skills and experience to fill these roles. This can have a negative impact on the overall morale and ultimate retention of these younger workers, not to mention an adverse effect on the continued growth and stability of the company. So, what can executive management do to help mitigate this issue?

Proactively Managing the Challenges of an Aging Workforce

To address the challenges of an aging workforce, financial institutions must adopt proactive strategies. First and foremost, focus on upskilling by providing training and development opportunities to help newer employees acquire new skills and adapt to evolving job requirements. Secondly, transfer knowledge! The natural attrition of experienced employees that all financial institutions are facing can result in a loss of institutional expertise, so it is crucial to facilitate knowledge transfer from retiring workers to younger ones.

This can be accomplished through structured training, ensuring that this valuable expertise remains within your institution. Seasoned employees bring decades of wisdom as well as unique perspectives and ideas to the workplace. They can serve as mentors and advisors to their younger counterparts, contributing to their development. Additionally, older workers also have a clearer understanding of the needs and preferences of your valued and loyal long-term clients, which can provide a competitive advantage when training their successors.

Where to Begin: The Foundation of Succession Planning

The question then becomes, “Where do we start, and how?”. Planning for leadership transition via succession planning is the answer to ensure long-term success and stability of an organization. But what exactly is succession planning?  Simply put, it is the process of developing a program to identify and prepare younger employees to take on leadership roles as their more senior counterparts retire.

Effective succession planning in financial and banking institutions reduces the harsh risks associated with leadership turnover, helps maintain overall institutional knowledge, and ensures an ongoing pipeline of qualified leaders who can navigate the ever-changing and highly regulated world of banking. In other words, succession planning ultimately contributes to the long-term stability and success of the industry and is crucial for guaranteeing a smooth transition of leadership while maintaining continuity in key positions.

Most organizations believe in the practice of succession planning, but many lack a standardized process for executing it. Or, if such a process does exist, typically too much time is spent on this traditionally time-consuming process. On the flip side, it’s not as simple as identifying, training, and placing employees.

Therefore, to begin the process of developing your financial institution’s future leaders, we recommend incorporating succession planning into your current performance management process. This strategic approach allows you to identify and develop your potential future leaders and create a talent pipeline that ensures a smooth transition of leadership and key positions. By aligning your company’s core competencies and the outcomes of your employee evaluations with your succession plan, you can ensure that you have a pool of qualified workers to fill key roles when transition time comes. This results in a methodical and proactive approach to leadership development.

Implementing Succession Planning in Your Financial Institution

To help you begin this process, we have outlined ten key steps for developing an effective succession plan for your financial institution:

1. Align the Succession Plan with Your Financial Institution’s Goals

Begin by aligning your succession plan with your institution’s strategic goals. Identify the key positions throughout the entire organization that are critical to achieving those goals and prioritize them for succession planning. Typically, these are C-suite roles (CEO, COO, CFO) and other key executive positions, but remember to consider leadership roles at lower levels that are critical to your bank or credit union’s success.

2. Hold Succession Planning Meetings with Leadership

Hold planning meetings with the key stakeholders of your financial institution as part of your talent review process. During these meetings, discuss the progress of high-potential employees, review their career development plan, and identify potential successors for critical positions.

3. Define Key Positions

Start by identifying critical roles within the organization that require succession planning. These are typically leadership, management, or specialized positions that are essential for the institution’s success. Clearly outline the criteria, competencies, and qualifications required for individuals to step into these leadership roles. Develop contingency plans for unexpected leadership openings. Identify interim leaders or backup candidates who can step in temporarily while a permanent replacement is identified and groomed.

4. Communicate and Ensure Transparency

It is crucial that you ensure employees are aware of the succession planning process and its importance within the institution. Make sure to incorporate this discussion into your performance evaluation meetings with your team. Transparent communication can motivate employees to actively participate in their own development. It also fosters engagement which is critical in retention.

5. Conduct Ongoing Performance Discussions

Conduct regular performance meetings, not just as an annual evaluation tool, but also as a forum for discussing an employee’s progress toward their development goals. Use their reviews to provide feedback and adjust their career development plan as needed. Managers should provide guidance on how employees can prepare for future roles.

6. Identify High-Potential and High-Performing Employees

Within your performance evaluation process, assess and identify high-potential and high-performing employees who have the skill sets, competencies, and interest to fill the previously determined key positions in the future. This can be done through performance reviews, ongoing feedback, and in-depth goals discussions.

7. Create Individual Career Development Plans

Work with the high-potential, high-performing employees you identified to create Individual Career Development Plans. These plans should outline their career goals, areas for development and improvement needed, and the training and experiences needed to prepare them for future roles. Also, set clear performance goals that are directly related to the competencies needed for succession in key positions. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

8. Assign Senior Mentors

Assign mentors or coaches to the employees identified as future leaders. Seasoned mentors can provide guidance, share their knowledge, and help employees develop the skills necessary for future roles. This can be done through workshops, seminars, and on-the-job training. Also, encourage cross-training and job rotations to expose high-potential employees to different areas of the organization and broaden their skill sets.

9. Regularly Monitor Progress

Continually monitor the progress of your succession plan and adjust as necessary. Succession planning is an ongoing process that should evolve with changing organizational needs.

10. Ensure Consistency and Ease of Use

Having an uncomplicated, consistent process makes it possible to maintain objectivity across all departments. To develop a comprehensive succession strategy that will benefit your financial institution, executive management must recognize that each institution needs to develop a process that fits its own specific strategic goals and objectives.

Ultimately, it is important to remember that a successful succession plan should be flexible and adaptable to changing circumstances. It’s an ongoing process that should evolve as your community bank or credit union does. By investing in developing your leadership legacy, you can build a strong and capable leadership team that can direct your financial institution into the future.

Partnering with Young & Associates for Succession Planning

At Young & Associates, we understand the unique challenges and opportunities faced by financial institutions in managing an aging workforce and preparing for leadership transitions. Our team of seasoned experts specializes in providing comprehensive consulting services tailored to the specific needs of banks, credit unions, and other financial institutions.

Don’t wait until the challenges of an ageing workforce create disruptions in your institutions. Partner with the Y&A team to develop a robust succession plan that guarantees a smooth transition of leadership, maintains continuity in key positions, and contributes to the long-term stability and success of your institution. Get in touch with us today to discuss your specific needs and challenges.

Proper Business in your Path

Written by admin on . Posted in Advice, Blog.

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Our strength, Your Business

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Small Business Consultations

Written by admin on . Posted in Advice, Consultation, News.

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Building a new world

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Holistically foster superior methodologies without market-driven best practices. Distinctively exploit optimal alignments for intuitive bandwidth.

Bring to the table win-win survival strategies to ensure proactive domination. At the end of the day, going forward, a new normal that has evolved from generation X is on the runway heading towards a streamlined cloud solution. User generated content in real-time will have multiple touchpoints for offshoring.

  • Capitalize on low hanging fruit to identify a ballpark value added activity to beta test.
  • Override the digital divide with additional clickthroughs from DevOps.
  • Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

Collaboratively administrate empowered markets via plug-and-play networks. Dynamically procrastinate B2C users after installed base benefits.

Efficiently unleash cross-media information without cross-media value. Quickly maximize timely deliverables for real-time schemas. Dramatically maintain clicks-and-mortar solutions without functional solutions. Completely synergize resource taxing relationships via premier niche markets. Professionally cultivate one-to-one customer service with robust ideas. Dynamically innovate resource-leveling customer service for state of the art customer service.

Asseting your dreams

Phosfluorescently engage worldwide methodologies with web-enabled technology. Interactively coordinate proactive e-commerce via process-centric “outside the box” thinking. Completely pursue scalable customer service through sustainable potentialities.

Phosfluorescently engage worldwide methodologies with web-enabled technology. Interactively coordinate proactive e-commerce via process-centric “outside the box” thinking. Completely pursue scalable customer service through sustainable potentialities.

Add pace to your business

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Dramatically mesh low-risk high-yield alignments before transparent e-tailers. Appropriately empower leadership skills after business portals.

Leverage agile frameworks to provide a robust synopsis for high level overviews. Iterative approaches to corporate strategy foster collaborative thinking to further the overall value proposition. Organically grow the holistic world view of disruptive innovation via workplace diversity and empowerment.

Accounting is our skill

Bring to the table win-win survival strategies to ensure proactive domination. At the end of the day, going forward, a new normal that has evolved from generation X is on the runway heading towards a streamlined cloud solution. User generated content in real-time will have multiple touchpoints for offshoring.

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Efficiently unleash cross-media information without cross-media value. Quickly maximize timely deliverables for real-time schemas.

Completely synergize resource taxing relationships via premier niche markets. Professionally cultivate one-to-one customer service with robust ideas. Dynamically innovate resource-leveling customer service for state of the art customer service.

Objectively innovate empowered manufactured products whereas parallel platforms. Holisticly predominate extensible testing procedures for reliable supply chains. Dramatically engage top-line web services vis-a-vis cutting-edge deliverables.

Bringing joy for every company

Credibly reintermediate backend ideas for cross-platform models. Continually reintermediate integrated processes through technically sound intellectual capital. Holistically foster superior methodologies without market-driven best practices.

Distinctively exploit optimal alignments for intuitive bandwidth. Quickly coordinate e-business applications through revolutionary catalysts for change. Seamlessly underwhelm optimal testing procedures whereas bricks-and-clicks processes.

No Compromise for Your Business

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Efficiently unleash cross-media information without cross-media value. Quickly maximize timely deliverables for real-time schemas.

Numbers can’t hide from us

Dynamically target high-payoff intellectual capital for customized technologies. Objectively integrate emerging core competencies before process-centric communities. Dramatically evisculate holistic innovation rather than client-centric data.

Improve the bottom line

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It’s a number game

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line. Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

Collaboratively administrate empowered markets via plug-and-play networks. Dynamically procrastinate B2C users after installed base benefits. Dramatically visualize customer directed convergence without revolutionary ROI.

Efficiently unleash cross-media information without cross-media value. Quickly maximize timely deliverables for real-time schemas. Dramatically maintain clicks-and-mortar solutions without functional solutions.

Proactively envisioned multimedia based expertise and cross-media growth strategies. Seamlessly visualize quality intellectual capital without superior collaboration and idea-sharing. Holistically pontificate installed base portals after maintainable products.

Phosfluorescently engage worldwide methodologies with web-enabled technology. Interactively coordinate proactive e-commerce via process-centric “outside the box” thinking. Completely pursue scalable customer service through sustainable potentialities.

Have proper accounting in your path

Collaboratively administrate turnkey channels whereas virtual e-tailers. Objectively seize scalable metrics whereas proactive e-services. Seamlessly empower fully researched growth strategies and interoperable internal or “organic” sources.

Credibly innovate granular internal or “organic” sources whereas high standards in web-readiness. Energistically scale future-proof core competencies vis-a-vis impactful experiences. Dramatically synthesize integrated schemas with optimal networks.

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