How Agile is Your Credit Union? The anti-bank surge underscores the importance of flexible workplace design

by: Michael Downs, VP of Marketing, Momentum

Last fall’s anti-bank movement is generating an increase in membership that is requiring many Credit Unions to evaluate their ability to effectively service more members with current staff levels and facilities.  A recent Washington Post article titled, “Credit unions adding more employees after surge”, described the membership growth experienced  by a few leading credit unions around the country, and discussed the staffing challenges that have come along with it.

In addition to the challenges of projecting adequate staffing levels to support increases in membership, there are a variety of facilities and workspace factors that Credit Unions must take into consideration.  Questions such as; how will the addition of multiple employees to existing space impact overall efficiency? Will the current space support different work styles and comfort of employees, and ultimately job satisfaction? Does the space support employee learning and knowledge sharing?  Does our space enable us to quickly adapt to business changes?  As Credit Unions wrestle with these questions, more discussion is taking place around the benefits of agile workplaces, or work environments that have an ability to respond quickly and effectively to rapid change and high uncertainty.

In order to move toward more agile workplaces, many Credit Unions are making concerted efforts to align their workplaces and the work that takes place within them.   In doing so, physical aspects of their work places are being purposely transformed to match the type of work and work styles of its employees.  As Credit Unions review their own level of workplace agility, it makes sense to focus on three key areas; practices, facilities, and technology, recognizing that each one is both independent and interdependent.  Below are some questions that might help initiate thought and discussion around the subject.

1. Practices

• Does your Credit Union currently offer agile and flexible work experiences to all or as many employees as possible?
• Do you provide a culture of trust and employee empowerment that encourages collaboration and teamwork?
• Do you measure employee performance being based on the output of work, or on the number of hours worked?
• Do functional departments operate as silos or collaboratively with other groups?
• Is there ongoing dialogue between management and staff to understand which practices are working?

2. Facilities

• Do your facilities support or hinder employee performance?
• Do you provide an adequate balance of individual and collaborative space?
• Do your facilities reinforce our brand identity and core values?
• Are your branches designed for optimum efficiency and member service?
• Can your branches adapt to changes in business volume?
• Will your facilities support your desired rate of growth, both short and long term?

3. Technology

• Does your staff have technologies that allow them to be as efficient and effective as possible?
• Are you leveraging technology to improve collaboration, communication, service and education?
• Does your current technology support or hinder member services and the overall member experience?
• How does technology enhance our relationships with members?

Because change and uncertainty will always be a part of our business environment, it is a practical need for all Credit Unions to find alignment between work, space and information technology.  When an agile workplace is achieved, a Credit Union will have the ability to alter workday activities as needed with little friction or delay, while maintaining optimum efficiency and service.

Michael Downs is the Vice President of Marketing at Momentum, a national design-build firm.  Mr. Downs and the Momentum team work with Credit Unions to facilitate strategic planning, evaluate facilities growth needs, and implement systems for ongoing measurement and benchmarking. Mr. Downs holds both a Bachelors and Masters of Business Administration, completed the ABA School of Bank Marketing at Southern Methodist University, and has more than twelve years of experience working with clients on strategic planning and marketing.  Learn more at www.momentumbuilds.com or connect at www.twitter.com/plandesignbuild