Validation of Commercial Competencies

Commercial Banking Team Strategic Pillar

The Talent Pipeline Our Strategic Vision: We will a ract, mo vate and develop high performers to consistently deliver the best advice, experiences and services to our customers.

2021 Goal: 

Improve the overall level of competency for each defined role by leveraging technology and best prac ces to mo vate and incen vize our employees



Innova vely grow our workforce to meet and/or exceed the desired cri cal skills and leadership competencies

Tac cs: 

Iden fy cri cal mo vators and de‐mo vators for HiPo’s/model cri cal roles (and associated ac on plans)



Update job descrip ons and performance expecta ons for HiPo’s/model cri cal roles



Define training and coaching plans



Develop individual development plans for cri cal roles



Iden fy talent gaps in cri cal roles



Define an innova ve approach to recrui ng



Develop, grow, and promote internal talent to fill cri cal roles



Improve and standardize interview process to focus on cri cal skills and desired behaviors



Redefine incen ve plans

Metrics: 

% cri cal roles with defined archetypes: 

Updated job descrip ons



Defined performance expecta ons



IDPs



Training plans



Mo vators



De‐mo vators



Cri cal skills



Competencies



Reten on rates of HiPo (regre able)



Increase of the number of HiPos (or reduce poor performers)



Hiring rate of HiPos new talent profiles

These are all pulled directly from the Talent Pillar of the Strategic Plan

The Play Book For each cri cal role a manager will be provided with a “Playbook” suppor ng them through the Employee Life Cycle. The Playbook will be a digital resource that can be easily accessed and contain the most up to date resources. The Recrui ng team, Talent Management and Learning and Development Teams will partner with the managers and provide coaching, support and addi onal “just in me” assets to ensurethey are driving employee engagement and heightening produc vity.

Cri cal Roles: 

Commercial Banker



Commercial Banking Team Lead



Head of Commercial



CBA Supervisor

Components of the Playbook: Hiring New Talent 

Accurate Job Descrip on/Job Pos ng



PI Profile



Intake Mee ng Checklist



Interview Guide – Behavioral interview ques ons



Comp & Benefits fact sheet



Differen ated marke ng and pos ng strategy

The Playbook will be how we link the Strategic Plan to manager’s everyday work

Onboarding New Talent 

The HTLF Story



Deal Team Dynamics

Managing Talent 

Observable Behaviors



Se ng Expecta ons



10 – 45 – 90 day check‐ins



Competencies



Overview of Performance Management

Developing Talent 

Onboarding Training



Individual Development Plans



Training Plans



Challenger Selling

Crea ng a Growth Culture (a Manager’s Guide) 

Focus on Development



Crea ng Accountability



Cri cal Conversa ons Commercial Banking Playbook

Head of Commercial The stack ranking of all competencies. Competence is the set of demonstrable characteris cs and skills that enable and improve the efficiency or performance of a job. The term "competence" first appeared as a concept for performance mo va on.

Building High Trus ng Rela onships

Universal Competencies

Effec ve Communica on

Customer Experience/Focus

Iden fy & Solve Problems

Producing Results Accountability

Develops Others Func onal Role Exper se Collabora on Industry Knowledge Taking Ini a ve Planning & Organizing Influence Performance Management

We surveyed commercial leaders to determine the ranking of the competencies

Adaptability Strategic Vision Crea vity Task & Priority Management Change Mastery Technical Skills Presen ng to Others Mee ng Involvement Learning Agility Innova on

It is suggested that each role has no more than 10 competencies—with the 4 Universal Competencies— how deep do you want to go?

Extrinsic Mo vators  Compensa on (5X) ‐ Tied to Goals  First Quar le Salary  Incen ve compensa on aligned with the direct results measured against peer (including trip awards  Special bonus program ‐ Cash (3x)  RSU / Stock (2X)  Rewards for Performance  Dashboard Results  Title  Crea ve Team Events We surveyed commercial  Recogni on / praise  Social Status leaders to determine the  Working with others  Enjoying the work environment mo vators  Periodic Recogni on Events

Intrinsic Mo vators  Recogni on in front of peers  Recogni on for place against peers  One on one recogni on, i.e. note, email, or drop by message (2X)  Team/ Group recogni on  Plaque  Great partner support ‐ great partnership can incent everyone to perform at a higher level  Systems and processes that are clear ‐ it makes execu on easier and generate results  Team‐based results  Purpose Recogni on for period‐over‐period improvements  Autonomy / empowerment  Freedom  Drive  Enjoyment in winning  Feeling like belonging to a team  Growth Opportunity  Passion for the career  Regular recogni on like others  Gra fica on in helping clients

Demo vators  Consistent inability to solve a problem for the banker  Team members not being held accountable  Poor processes and inefficiencies that make keeping high team morale challenging.  Inability to access informa on beneficial to team measurement and constantly changing priori zing  Lack of empowerment  Lack of influence  Lack of recogni on

Commercial Banking Playbook

Commercial Banker Team Lead The stack ranking of all competencies. Competence is the set of demonstrable characteris cs and skills that enable and improve the efficiency or performance of a job. The term "competence" first appeared as a concept for performance mo va on.

Building High Trus ng Rela onships

Universal Competencies

Effec ve Communica on

Customer Experience/Focus

Taking Ini a ve

Producing Results Accountability

Develops Others Func onal Role Exper se Collabora on Planning & Organizing Iden fy & Solve Problems Strategic Vision Adaptability Change Mastery Influence Industry Knowledge Task & Priority Management Performance Management Crea vity Learning Agility Technical Skills Presen ng to Others Mee ng Involvement Innova on

Extrinsic Mo vators  Great Incen ve Plan (6X)  Compensa on/Pay Raises (6X)  Promo ons  Campaign Payout  Presidents Club, Trips with spouses (2X)  Title  Contests for special programs with monetary awards  Career Path  Dashboard Results  Praise / Recogni on

Intrinsic Mo vators  Feeling important & part of a team/family  One‐on‐one recogni on  Recogni on at employee events amongst peers (3X)  Recogni on from Superiors  Team plaques with recogni on ongoing recogni on (earning stars or metals for performance and recogni on) (2X)  Le er from CEO  Local Media Print  Senior management messaging aligning goals recogni on of good performance  Celebra ng successes, local sales success events with recogni on and refreshments  Periodic Thank You notes/Hand‐wri en Card (2X)  Pride in the organiza on driven by clear processes and efficient execu on  Inclusion in management mee ngs/ability to provide input  Social Media acknowledgment  Verbal Praise Collabora on  Development Plan  Empowerment  Purpose  Drive

Demo vators  No career vision beyond the short‐term objec ves. Want to feel there is progression in their career path moving forward.  Lack of advancement or incen ve  Consistent inability to help a banker get something done.  Lack of full understanding of the challenges/hurdles faced by the team followed by efforts to correct these issues.  Inefficient processes that are not clear ‐ inability to provide some level of influence  Lack of recogni on/acknowledgment from leadership  Micro‐management, lack of clear communica on, reac onary  Not enough recogni on for the coaching me alloca on

Commercial Banking Playbook

Commercial Banker The stack ranking of all competencies. Competence is the set of demonstrable characteris cs and skills that enable and improve the efficiency or performance of a job. The term "competence" first appeared as a concept for performance mo va on.

Building High Trus ng Rela onships

Universal Competencies

Effec ve Communica on

Customer Experience/Focus

Taking Ini a ve

Producing Results Accountability

Iden fy & Solve Problems Task & Priority Management Technical Skills Industry Knowledge Collabora on Adaptability Planning & Organizing Learning Agility Influence Presen ng to Others Crea vity Change Mastery Strategic Vision Performance Management Mee ng Involvement Innova on Develops Others

Func onal Role Exper se

Extrinsic Mo vators  President's Club Trip/Recogni on (Top 5‐7% of organiza on)  Solid comp plan ‐ money  Bank wide stack rankings ‐ updated monthly  Addi onal incen ve compensa on  All‐expense paid vaca on in recogni on of performance  A material charitable contribu on made in their name  Bonus Structure Short Term, Small Payouts for ac vity  Short Term, Larger Payouts for wins  Incen ve Plan (being able to control the outcome)  Promo on  Performance Ra ng

Intrinsic Mo vators  Quarterly Award/Dinner  Recogni on/Internal  Communica on from Head of Commercial/CEO  Quarterly Call w/verbal shout outs  Verbal praise personally for a job well done  Hand wri en thank you card  Performance acknowledgment in a team se ng  Verbal recogni on from HTLF leadership Verbal recogni on in front of banking team (inclusive of support staff)  A say in support staff structure / hires  Personal development  Recogni on  Projects & Ini a ves involvement

Demo vators  Comp plan that is too hard to understand and not visible for accountability  Being dressed down or made to feel badly about their performance in front of their peer group  Lack of faith in support staff / new services structures leading to their reputa on being damaged in the market place  Micro‐management, lack of strategy / direc on, instability / turnover, internal process inefficiencies

Commercial Banking Playbook

CBA Supervisor The stack ranking of all competencies. Competence is the set of demonstrable characteris cs and skills that enable and improve the efficiency or performance of a job. The term "competence" first appeared as a concept for performance mo va on.

Develops Others

Universal Competencies

Building High Trus ng Rela onships

Customer Experience/Focus

Effec ve Communica on

Producing Results Accountability

Collabora on Task & Priority Management Iden fy & Solve Problems Technical Skills Performance Management Taking Ini a ve Planning & Organizing Adaptability Change Mastery Learning Agility Influence Presen ng to Others Mee ng Involvement Crea vity Strategic Vision Innova on Industry Knowledge

Func onal Role Exper se

Extrinsic Mo vators  Performance based incen ve compensa on  Peer group mee ngs with goal tracking combined with sharing best prac ces  Trips for top performance or local rewards programs  Realis c goals ed to incen ve comp  Periodic other forms of incen ve comp  Extra PTO  Incen ve compensa on  Cash Prizes  Investment in development  Resources  Compensa on

Intrinsic Mo vators  Team success celebra ons  Team recogni on, plaques that can be used for ongoing rewards  Recogni on and nomina ons from peers  Verbal praise  Pride in the organiza on by having clear processes and excellent execu on  Clear and transparent communica on regarding organiza on ini a ves ‐ being involved  Verbal praise  Thanked at a team breakfast or lunch  Hand‐wri en  Thank You  Recogni on  Communica on and management support  Empowerment

Demo vators  Unachievable goals, lack of good understanding or empathy for the daily challenges.  Lack of support for team and inefficient processes  Constantly changing the CBA roles/responsibili es  Under resourced, inefficient back office process & execu on gaps, lack of support / communica on from management

Commercial Banking Playbook

Individual Development Plan Example

The Leadership Development Team will create one IDP template for each competency. These will be posted in the Playbook and will help managers work with their team members on appropriate IDPs

Individual Development Plan – Suggested Starters Individual Contributors (no direct reports) 

Join a “toastmasters” group in your community and ac vely stretch yourself in presen ng to the group to expand, listening for feedback on what went well and where you can improve. Reflect, act and see how you get be er over me.



Cra your own “TEDTalk” and present it to your team. Listen for feedback on what they enjoyed and where you can improve.

There is no perfec on, just an evolu on a er many prac ces.



Complete a con nuing educa on course in Business Wri ng. Sources could be from LinkedIn Learning, www.ed2go.com, or other adult/con nuing educa ons sources from an internet search. Share your learning with your supervisor and take on a project that stretches your enhanced skill set.



Write a report jus fying an investment in new product, so ware, or produc on equipment. Communicate the proposal infor‐ ma on clearly to engage and inform the reader.



Collect ideas to improve a cri cal process in your func on and write a synopsis discussing the merits of each.



Ini ate a team discussion on how to improve their accountability and commitment to each other. Use this as an opportunity to involve everyone. Draw them into the conversa on and make them feel involved.



Start a digital log on how your perspec ve shi s, once a week, on the following areas: 

If you assume communica on is simple to get right, then understand that it’s just as simple to get it wrong. Take me to consider the feedback you receive. Make changes to hone your technique.



If you’re lacking in confidence when you communicate, then allocate me for prepara on. It o en requires several “takes” to get the content and the style right. Planning and prac ce will give your confidence the boost it needs.



If your message doesn’t land with the impact you want, then recognize that communica on is far more than just ge ng the right words out. Whether through speaking or wri ng, having only one approach is too limi ng. Planning the “how” is just as important as preparing the “what.”



Maintain a work journal on successes and opportuni es related to being focused on effec vely communica ng in the areas you control.



Expand your knowledge in effec ve communica ons using something from the resource list

Supervisor / Manager / Director+ 

Partner with your division leader to prepare and present (all or part of) something important for your area in front of Region‐ al, Senior, and/or Execu ve Leadership.



Start or join a “toastmasters” group in your community and ac vely stretch yourself in presen ng to the group to expand, listening for feedback on what went well and where you can improve. Reflect, act and see how you get be er over me. Con‐ sider selec ng topics closely connected to the work you do today or the work you wish to do in the future.



Cra your own “TEDTalk” once a quarter and present it to your team, a peer group, or for a group of senior leaders. Listen for feedback on what they enjoyed and where you can improve. There is no perfec on, just an evolu on a er many prac ces.



Complete a con nuing educa on course in Business Wri ng. Sources could be from LinkedIn Learning, www.ed2go.com, or other adult/con nuing educa ons sources from an internet search. Share your learning with a mentor. Take on a project that allows you to apply and test your enhanced skill set.



Lead a team charged with communica ng a major change ini a ve in your func on. Think carefully about the challenging messages that need to be conveyed and plan how you will cover them clearly and succinctly.



Create and deliver a presenta on on a new technological development that could revolu onize your business area. Think carefully about how you tailor the presenta on to suit the audience.



Write a report jus fying a major capital investment in new product, so ware, or produc on equipment. Communicate the proposal informa on clearly to engage and inform the reader.



Collect ideas to improve a cri cal process in your func on and write a synopsis discussing the merits of each.



Lead a team discussion on how to improve their accountability and commitment to each other. Use this as an opportunity to involve everyone. Draw them into the conversa on and make them feel involved.



Maintain a work journal on successes and opportuni es related to being focused on effec vely communica ng in the areas you control.



Expand your knowledge in effec ve communica ons using something from the resource list.

Resources for learning more… 

     

Search for an ar cle, podcast, Ted Talk, or book on line (using the following search terms) and find a person in leadership or group of peers to share your learning with:  Adjust your presenta on for the audience  Dealing effec vely with difficult conversa ons  Effec ve two‐way communica on  How to adapt to different communica on styles  Knowing your audience during presenta ons  Strategic communica on Bailey, E. P., Jr. (2007). Wri ng and speaking at work (4th ed.). Upper Saddle River, NJ: Pren ce Hall.

Bough, B., & Condrill, J. (2005). 101 Ways to improve your communica on skills instantly (4th ed.). San Antonio, TX: GoalMinds, Inc. Garcia, H. F. (2012). The power of communica on: Skills to build trust, inspire loyalty, and lead effec vely. Upper Saddle River, NJ: FT Press.

Hamilton, C. (2013). Communica ng for results: A guide for business and the professions. Boston, MA: Cengage Learning.

Weeks, H. (2008). Failure to communicate: How conversa ons go wrong and what you can do to right them. Boston, MA: Harvard Business School Press.

Adams, S. (2013, November 19). How to communicate effec vely at work. Forbes. Retrieved from h p:// www.forbes.com/sites/susanadams/2013/11/19/how‐to‐communicate‐effec vely‐at‐work‐3/

 Charan, R. (2012, June 21). The discipline of listening. Harvard Business Review Blog Network. Retrieved from h p:// blogs.hbr.org/2012/06/the‐discipline‐of‐listening/  Cherry, K. (n.d.). Types of nonverbal communica on: 8 Major nonverbal behaviors. About.com Psychology. Retrieved from h p://psychology.about.com/od/nonverbalcommunica on/a/nonverbaltypes.htm  Cohan, P. (2012, December 4). 5 Ways to communicate more clearly. Inc. Retrieved from h p://www.inc.com/peter‐cohan/ five‐ways‐to‐improve‐your‐communica on‐success.html  Everse, G. (2011, August 22). Eight ways to communicate your strategy more effec vely. Harvard Business Review Blog Net‐ work. Retrieved from h p://blogs.hbr.org/2011/08/eight‐ways‐to‐energize‐your‐te/  Federer, D. (2014, January 10). Have the difficult conversa on. Business Observer. Retrieved from h p:// www.businessobserverfl.com/sec on/detail/have‐the‐difficult‐conversa on/  Hughes, S. (2012, October 25). I banned all internal e‐mails at my company for a week. Forbes. Retrieved from h p:// www.forbes.com/sites/forbesleadershipforum/2012/10/25/i‐banned‐all‐internal‐e‐mails‐at‐my‐company‐for‐a‐week/ 

Nierenberg, A. (2005, February 17). Adap ng to different communica on styles. Small Business Advocate. Retrieved from h p://www.smallbusinessadvocate.com/small‐business‐ar cles/adap ng‐to‐different‐communica on‐styles‐c1427