The pressure was on for Cindy Swigert.

It was 2010, and Swigert’s new employer, a growing Midwestern credit union, was preparing for a full core system conversion. Compounding the situation, half of the credit union’s employees had recently transitioned to a new system in the wake of a major merger and would have to go through the process all over again.

“Add to that the dynamics of the different generations [of staff] and it became a big scary monster,” recalls Swigert, now vice president of human resources at $331 million asset Day Air Credit Union in Kettering, Ohio.

Swigert and her colleagues tackled this challenge by forming multigenerational, multifunctional project teams. Their success provides a primer on how credit unions can leverage generational strengths to better serve members, and retain motivated employees.

 

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