Five best practices in staffing from a Canadian CU

first_img 9SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr continue reading » $1.6 billion Sunova Credit Union, Selkirk, Manitoba, boasts one of the youngest, most energized (and top performing) credit union teams in North America. Year after year, they’re leaders in sales generation and member satisfaction. Turnover is low (9.43 percent in 2016), and the CU’s work environment conducive to growth and collaboration.Unlike models built around the C-suite, success stems from a business model that recognizes and rewards front-line staff first and eliminates unintended barriers (perceived or otherwise) between the corporate office and branches.“You can choose to compete in price, product or service delivery, but not all three,” reflects CEO Edward Bergen, CCD, CCE, a CUES member. “Being the lowest in price is difficult, and since associates are often the first point of contact with members, we wouldn’t want them to be the lowest paid. We recognize their value and have built a business model focused on fostering long-term, mutually beneficial relationships and delivering exceptional service.”last_img

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