The Best Banks to Work For — under $3 billion of assets

ByLaura Alix, Kate Fitzgerald, Joel Berg

November 9, 2021 12:01 AM

The Best Banks to Work For with under $3 billion of assets often have to do more with less, compared with their larger competitors. That can put a lot of extra stress and pressure on employees, especially amid all the disruption caused by the COVID-19 pandemic.

The banks in this size category highlighted efforts to maintain personal connections and workplace culture during a time when a return to normalcy was seemingly being pushed off into perpetuity.

The chief executives at some of these banks also emphasized efforts to prevent burnout. Montecito Bank & Trust reduced branch hours to stave off burnout for employees who are working in person, and the Bank of Charles Town is keeping overtime to a minimum for the same reason. Among those that have redistributed workloads to ease pressure are Marquette Savings Bank, Martha’s Vineyard Bank and Ledyard National Bank.

Some also cited the flexibility to work remotely as a tool for combating burnout. “During the pandemic we have continued to work towards offering more flexible work options and determining what areas of the bank have the greatest opportunity for flexibility,” said Guaranty Bank’s president and chief executive, Shaun Burke. “Allowing employees increased flexibility reduces the risk of burnout and increases employee satisfaction and engagement.”

Overall 90 banks earned a spot on the 2021 Best Banks to Work For ranking, with 57 of them being under $3 billion of assets. Scroll through to see which banks rank where compared with others in the same size category and what changes are afoot to keep their employees happy.

More Best Banks coverage:

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Oakworth Capital Bank

Birmingham, Alabama
Assets: $925 million
Employees: 106
Senior Managing Director, Chair and CEO: Scott Reed

www.oakworthcapital.com

Staying sharp: When it comes to improving operations at Oakworth Capital Bank, it is all hands on deck. The bank offers employees a variety of ways to make their voices heard and make a difference.

One is a continuous improvement program called “Sharpen the Knife.” Recent achievements include an improvement to the bank’s internal exception process, which enhanced workflow and benefited employees, according to Scott Reed, Oakworth’s senior managing director, chairman and CEO.

Oakworth also revamped its meeting structure so that employees were encouraged to identify and fix problems on the spot. “This gives everyone in the organization the opportunity to help make improvements in real time,” Reed said.

Pictured: The fall 2020 class of Oakworth University at Oakworth Bank learned everything from the bank’s history and culture to its plans for growth.

David Cater

Montecito Bank & Trust

Santa Barbara, California
Assets: $2.2 billion
Employees: 253
Chair and CEO: Janet Garufis

www.montecito.bank

From insight to improvement: Sometimes, it is the simple questions that provide the most valuable answers. In surveys sounding out how well the bank is managing the COVID-19 pandemic, Montecito Bank & Trust has been asking employees to share how they’re doing.

The answers have given the bank valuable insight into the physical and emotional well-being of its employees, according to its chair and CEO, Janet Garufis.

The bank used the insight to make tangible workplace improvements, such as reducing branch hours to minimize burnout for employees who are working in person.

Pictured: Montecito Bank & Trust held a ribbon-cutting for its Mesa branch in Santa Barbara, Calif.

NebraskaLand National Bank

North Platte, Nebraska
Assets: $827.6 million
Employees: 108
President and CEO: Michael Jacobson

www.nebraskalandbank.com

Recognition brings focus: Flexibility is one of the keys to reducing stress for employees at NebraskaLand National Bank.

“I have always believed that regardless of your age, having the flexibility to determine when you come to work and how you prioritize your workload is important,” said President and CEO Michael Jacobson. “Clearly some jobs do not allow for major flexibility, but to the extent that you can provide this flexibility, employees respond well.”

Bank executives also see a role for bi-weekly, all-staff meetings that give employees opportunities to recognize others and be recognized.

“When senior officers have the opportunity to call out more junior staff for great work, and junior staff have the opportunity to recognize coworkers and senior staff for great work, the entire staff becomes more unified and focused,” Jacobson said.

Read more about Nebraskland National:

Banks are paying more mind to mental health

Pictured: NebraskaLand National Bank employees donate a portion of their earnings each year to a local nonprofit under the bank’s “My Fair Share” program.

Machias Savings Bank

Machias, Maine
Assets: $2 billion
Employees: 293
President and CEO: Lawrence Barker

https://www.machiassavings.bank/

Building relationships: Bankers take pride in cultivating relationships with clients and communities. At Machias Savings Bank, the most important relationships are inside bank walls.

Machias employees strengthen relationships with each other through events like free lunch Fridays, employee appreciation week and seasonal door-decorating contests.

They also have the opportunity to walk in each other’s shoes through job-shadowing and other programs that give employees the opportunity to see what it’s like to work in different areas of the bank.

“This not only helps build relationships across our organization but it also opens doors for possible future development opportunities,” said Lawrence Baker, the president and CEO.

Pictured: Employees at Machias Savings Bank took part for the first time in a cleanup day at Agassiz Village Summer Camp, a camp in Poland, Maine, attended by inner-city youth from Maine and Massachusetts.

Paragon Bank

Memphis, Tennessee
Assets: $479.1 million
Employees: 85
CEO: Robert Shaw Jr.

https://bankparagon.com/

A full schedule: Paragon Bank was born 17 years ago with the idea that its greatest asset would be its employees. The idea translates today into an employee-first culture that yields high engagement and low turnover.

It also translates into a schedule full of special events designed to bring employees together and serve the greater Memphis community. The events include barbecues and bowling competitions, as well as visits to local destinations like Graceland and the National Civil Rights Museum.

Volunteer work is facilitated by a bank program called ACTS, which stands for Assisting the Community Through Service. Under the program, employees get 40 hours of paid time off per year to give back to their communities.

Pictured: Paragon Bank employees volunteered for the fifth year in a row with Habitat for Humanity in Dekalb County, Ga.

Suncrest Bank

West Sacramento, California
Assets: $1.4 billion
Employees: 128
CEO: Ciaran McMullan

www.suncrestbank.com

No limits: Suncrest Bank freed employees from the need to hoard vacation days by rolling out a new policy offering an unrestricted number of vacation days.

So far, between 15% and 20% of bank employees are benefitting from the policy, according to CEO Ciaran McMullan, adding that the program is being rolled out to progressively more workers.

“In effect, we fully empower staff on the program to determine how much vacation they can take and when, based on workload, achievement of objectives, and management and leadership responsibilities,” McMullan said.

The bank took a similar approach when it adopted a hybrid model of
working from home or the office. Up to 70% of the bank’s staff eventually could be working remotely, said McMullan, who noted that he isn't worried about the bank’s culture.

“While in-person interactions are absolutely important and must remain part of the hybrid-remote working model, a high-performing, engaged and motivated culture is much more to do with things like consistency in messaging, the symbols and language that we use in the organization, and the regularity with which we discuss and act upon ways to continually improve our culture and improve our employees’ experience of work,” he said.

Pictured: Suncrest Bank employees show off their ugly Christmas sweaters during a party in 2020.

Apollo Bank

Miami
Assets: $946.2 million
Employees: 97
Chair and CEO: Eduardo Arriola

www.apollobank.com

Mindful growth: Apollo Bank is investing in digital banking to speed up transactions for clients. But the investments are bringing an added benefit: Digital tools alleviate the workload for employees.

The bank also has been investing in talent. It hired 23 experienced bankers over the last year, taking even more pressure off employees and paving the way for future growth.

But even as it approaches $1 billion in assets, Apollo is not losing sight of the physical and mental health of its employees. During the pandemic, the bank hosted virtual yoga, meditation and Zumba sessions. It has since expanded its efforts by launching a bankwide mindfulness program led by a coach. Weekly classes cover techniques for breathing and meditation, as well as other exercises.

Pictured: Apollo Bank employees bond over canvases and paint brushes at Painting with a Twist!

Community National Bank & Trust of Texas

Corsicana, Texas
Assets: $967.9 million
Employees: 187
CEO: Rusty Hitt

www.mybanktx.com

An open door: Nearly 43% of the employees at Community National Bank & Trust of Texas have been with the bank for at least a decade.

It’s not because the bank is focused on any one thing, be it culture, paid time off or opportunities to volunteer in the community. The bank recognizes that each employee has different motivations, so it strives to be a leader across the board when it comes to making employees feel valued.

The bank also strives to ensure employees are heard. CEO Rusty Hitt is happy to welcome employees into his office for a chat — and many take advantage of the opportunity, even if it means a long drive across the bank’s expansive Texas footprint.

Pictured: Employees at Community National Bank & Trust of Texas wore pink during their annual Pink Out tradition last year to honor a colleague who was battling breast cancer.

Chesapeake Bank

Kilmarnock, Virginia
Assets: $1.3 billion
Employees: 233
Chair, President and CEO: Jeffrey Szyperski

www.chesbank.com

Catching up over coffee: During the pandemic Chesapeake Bank started a new tradition of taking a virtual bankwide coffee break every Tuesday, in which it offered employees an opportunity to relax or engage in fun competitions. It also hosted virtual "happy hours" where employees’ could meet co-workers’ families.

The bank encourages employees to stay fit using its on-site fitness facilities, and periodically gets everyone together for "Fun Fridays” featuring food and games.

The bank also helps full-time employees repay up to $10,000 in student loan debt by contributing to their monthly payments.

Pictured: Chesapeake Bank employees in Kilmarnock, Virginia display their artistic contribution to "Watermen's Way: Get Your Boots On," a nonprofit event supporting the local seafood industry.

FNBC Bank

Ash Flat, Arkansas
Assets: $610 million
Employees: 100
President and CEO: Marty Sellars

www.fnbc.us

Room to grow: FNBC Bank employees root for each other through a program that awards one employee every quarter with $500 for demonstrating excellent customer service and another $100 to the nominating employee.

Giving employees opportunities to advance their careers is a top priority of management. This year the bank introduced FNBC University, a leadership training series in which bank executives meet with groups of employees to offer guidance and share their career stories.

Pictured: The risk-management team at FNBC Bank honors their own superheroes on staff during Spirit Week.

First Federal Savings & Loan Association of Pascagoula-Moss Point

Pascagoula, Mississippi
Assets: $325 million
Employees: 58
President and CEO: Alan Renfroe

www.firstwithus.com

"Rotating the staff worked well for us with little or no disruption to our normal workflow,” President and CEO Alan Renfroe said. He added that, in terms of loan production, “2020 was one of the best years we've had in quite some time.”

First Federal tries to make employees feel like part of a family. Each employee receives special recognition on the anniversary of the day they were hired, from bank-branded shirts and jackets to gemstone-studded pins honoring their service at significant milestones.

Read more about First Federal:

How this bank turned a passion for tuna salad into a way to benefit charities

Pictured: Women from the staff of First Federal Savings & Loan Association of Pascagoula-Moss Point celebrate their volunteer contributions to Habitat for Humanity.

Greater Community Bank

Rome, Georgia
Assets: $305 million
Employees: 53
President and CEO: David Lance

www.greatercb.com

Healthy distance: Investing in employees' physical and emotional health is a top priority at Greater Community Bank. Periodic 12-week wellness programs are interspersed with zany events, including an annual Irish jig dance-off.

When the pandemic struck, the bank changed its plan for a branch it was renovating from a traditional layout to a design emphasizing social-distancing priorities. The bank expanded the bankers' zone to allow plenty of space for one-on-one customer conversations, introduced a new "Zoom room" and created more elbow room for employees.

"While we still believe strongly that our community bank offers a relationship that technology can't replace, we're looking to build another modern, high-tech office," said President and CEO David Lance.

Pictured: Greater Community Bank's employees compete to win prizes on Tacky Holiday Sweater Day.

United Community Bank of West Kentucky

Morganfield, Kentucky
Assets: $360 million
Employees: 62
CEO: Garland Certain

www.ucbwest.com

Showing up: One way United Community Bank of West Kentucky stays connected to the community is by paying the dues for employees to join local charitable organizations and participate in events.

To keep employees engaged in their jobs, CEO Garland Certain also encourages them to learn new skills and take on responsibilities across the organization. "Cross-training creates enthusiasm and provides motivation,” he said.

Read more about United Community:

How an employee’s health scare prompted this bank to add to its benefits

Pictured: United Community Bank of West Kentucky executives remedy a local hand sanitizer shortage by mixing up a batch for bank employees and customers.

MVB Bank

Fairmont, West Virginia
Assets: $2.7 billion
Employees: 364
President and CEO: Larry Mazza

www.mvbbanking.com

On a roll: MVB Bank has been in rapid-growth mode for years as it has developed a niche providing fintech services to customers and vendors of online casinos, as well as the casinos themselves.

Given that demand for these services rose sharply during the pandemic, MVB made changes enabling employees scattered throughout 25 states to get some downtime and stay connected while working remotely.

The bank expanded the time it allows for employees to socialize virtually, including participating in book clubs, and stepped up the number of daily virtual huddles within departments. Monthly all-hands meetings were conducted to check in and celebrate achievements.

Most employees can now choose whether they want to work remotely, in the office or do a hybrid schedule that mixes both.

"Thanks to our forward-thinking IT team, we were prepared for all employees to work remotely when the pandemic struck," said President and CEO Larry Mazza. "Internal surveys indicate that most team members feel their quality of life and productivity have increased while working remotely."

Pictured: MVB Bank's CEO sent a flowering plant and a customized coffee cup to each employee forced to work from home during the pandemic.

First Citizens National Bank

Dyersburg, Tennessee
Assets: $2 billion
Employees: 328
Chair and CEO: Jeff Agee

www.firstcnb.com

Going mobile: When the pandemic stretched resources thin, First Citizens National Bank adopted new technology to replace many manual processes, giving employees more time to interact with customers.

Those adjustments freed up more time each day for employees to participate in the bank's wellness program, including self-directed programs aimed at enriching their mental, physical and spiritual health. About one-third of employees routinely conduct their work through mobile devices now, and laptops circulate among staffers as needed, according to Chair and CEO Jeff Agee.

"Automating operations tasks that start at the front lines and process through electronic entry allowed us to reach our goal of 'Touch it Once and Move On," he said.

Pictured: Employees at First Citizens National Bank prepare to navigate 10 miles on a local river in kayaks as a team-building exercise.

Seamen's Bank

Provincetown, Massachusetts
Assets: $535 million
Employees: 68
President and CEO: Lori Meads

www.seamensbank.com

Tools for the task: If the pandemic wasn’t enough of a challenge, the four-branch Seamen’s Bank also had to handle a flood of mortgage refi applications when interest rates fell last year. Upgrading to and investing in some select digital tools made the task much easier for its employees.

The bank took applications paperless with a collection of new laptops and a secure remote email login system, which tripled output.

"Being a small community bank, our employees wear many hats and by creating a new workflow and structure, the employees can thrive within their positions and not have to work overtime on weekends to complete tasks," said Lori Meads, the president and CEO.

Pictured: Seamen's Bank employees cut the ribbon for two new rainbow crosswalks painted in support of the local LGBTQ community in Provincetown, Mass.

Stearns Bank

St. Cloud, Minnesota
Assets: $2.2 billion
Employees: 435
President and CEO: Kelly Skalicky

www.stearnsbank.com

Reaching out: To maintain close connections between employees during the depths of the pandemic, Stearns Bank set up virtual "huddles" of five to eight employees who socialize and play games for 15 minutes at a time.

The bank also instituted "Wellness Wednesdays," when employees share health tips, stretch or meditate together, and gave workers a few extra days off that were designated "Summer Fun Days," said Kelly Skalicky, president and CEO of Stearns.

"Due to the impact of COVID adding additional stress and exhaustion for our customers and employees, we amped up our at-work fun times," she said.

Read more:

Stearns Bank’s message to employees: ‘Prioritize yourself’

Pictured: Stearns Bank team members pitch in on a Habitat for Humanity home-build.

1st Security Bank

Mountlake Terrace, Washington
Assets: $2.2 billion
Employees: 521
CEO: Joseph Adams

www.fsbwa.com

Connected colleagues: By adopting Microsoft Teams and other technology tools during the pandemic, most employees have continued working from home through 2021, even as the staff expanded by 16% to more than 580 employees. One new rule everyone agreed on to reduce screen fatigue: "No-Zoom Fridays."

"In this time of crisis, we encouraged our managers to buy lunch for their teams once a week from local eateries. We relaxed our dress code and did our best to mail notes and treats to employees working from home to let them know we were thinking of them," said CEO Joseph Adams.

Read more:

How 1st Security ensured a culture match when making an acquisition

Pictured: Employees at 1st Security Bank brighten the Edmonds, Wash., branch during the holidays.

SouthWest Bank

Odessa, Texas
Assets: $580 million
Employees: 118
President and CEO: Dewey Bryant

www.southwest.bank

A positive change: SouthWest Bank has always cultivated close-knit connections to employees, frequently hosting bank-sponsored lunches and events to promote communication and teamwork. But prior to 2020, work-from-home arrangements were rare.

"COVID-19 raised our awareness of remote-work opportunities for various roles," said President and CEO Dewey Bryant. Most of the staff has returned to working primarily in the office, but employees seeking balance can work from home as needed. The bank also sponsors ongoing presentations from experts on strategies for maintaining mental health fitness.

"COVID-19 caused us to look at different means of delivery for some of our products and services and we all had to become more comfortable with technology," Bryant said.

Pictured: SouthWest Bank employees show off a $10,000 check for a local food bank generated from funds for holiday parties they agreed to skip in 2020.

Prime Meridian Bank

Tallahassee, Florida
Assets: $757 million
Employees: 95
Vice Chair, President and CEO: Sammy Dixon Jr.

www.primemeridianbank.com

One-to-one: Prime Meridian Bank's leaders countered the pandemic with its "Total Touch" campaign to reconnect employees with each other, and reach every single bank customer one way or another, including making phone calls, writing notes and delivering gifts over an eight-week period in 2020.

"The team thrived off the energy and camaraderie, and clients appreciated us checking in on them," said President and CEO Sammie Dixon Jr.

During football season employees enjoyed catered "tailgate" lunches, took team selfies with football-themed props and played a paper football tournament called Total Touch Bingo for prizes.

Pictured: Prime Meridian Bank employees rejoice after an urban rappelling event to raise money for at-risk girls.

Tioga State Bank

Spencer, New York
Assets: $547 million
Employees: 97
President and CEO: Robert Fisher

www.tiogabank.com

Going with the flow: Tioga State Bank maintained continuity during the disruptions of 2020 by moving the bank's longtime weekly in-person "huddles" to an online format, covering all the existing and new personal and work topics.

Party planners at Tioga State Bank even managed to adapt the bank's annual "Cookies with Santa" event for employees and their kids to an online format, with cookie-making materials shipped to workers' homes.

Pictured: Tioga State Bank employees at the Newfield branch partnered with the Owego Kitchen to host a meal giveaway for needy families.

Forward Bank

Marshfield, Wisconsin
Assets: $807 million
Employees: 168
CEO: William Sennholz

www.forward.bank

A new mindset: Forward Bank rewards employees every year with "An Evening on Us," when employees receive $50 for entertainment, and one employee is randomly selected to receive a $1,000 bonus. Forward Bank thanked all its employees for extraordinary efforts during the pandemic by paying out 80 hours of extra paid time off to be used between Thanksgiving and Christmas

Forward CEO William Sennholz wanted to make sure employees had all the tools needed to cope with changes resulting from the social turmoil of 2020.

In one new initiative, the bank presented information to employees about the recently expanded Legacy Museum in Montgomery, Alabama, which highlights the history of U.S. slavery. Any employee who opts to visit the museum will receive a $500 gift card to offset travel expenses.

"The goal was to offer a 'diversity' trip so our employees could fully study and understand the true struggle for equality that many have experienced," Sennholz said.

Pictured: Bingo and Hawaiian shirts liven up Forward Bank's Spirit Week events.

First National Bankers Bank

Baton Rouge, Louisiana
Assets: $1 billion
Employees: 155
President and CEO: Joseph Quinlan

www.bankers-bank.com

Work hard, play hard: First National Bankers Bankshares promotes a relaxed, fun and efficient workplace with plenty of catered picnics, tailgating events during football season and a holiday party. During 2020 many of these parties moved online.

The bank expanded its ranks of remote workers during the pandemic, which has made recruiting easier.

"IT positions are always difficult to fill, but our new world of work-from-home helps us look for talent in other locations," said President and CEO Joseph Quinlan.

Pictured: National Pizza Day puts a smile on employees' faces at First National Bankers Bankshares.

Evergreen Bank Group

Oak Brook, Illinois
Assets: $1.2 billion
Employees: 175
President and CEO: Darin Campbell

www.evergreenbankgroup.com

A hybrid solution: Evergreen Bank Group employees look forward to frequent catered breakfasts and lunches and holiday parties, with cash rewards and paid time off for reaching work-anniversary milestones. Any employee with at least three years of experience can also take a turn staying at the bank-owned vacation home in Galena, Illinois.

Prior to the pandemic, Evergreen Bank Group didn't support working from home, but after seeing many of its employees thrive while working remotely, the bank permanently changed its policies to support in-office and at-home work, as needed.

"We hope our hybrid approach allows us to seamlessly blend these two cultures, keeping the strong personal relationships and spontaneous nature of in-office work while embracing work/life balance and the use of new technology," said President and CEO Darin Campbell.

Pictured: The annual chili cookoff at Evergreen Bank brings employees together for the first live post-pandemic event.

Benchmark Bank

Plano, Texas
Assets: $1 billion
Employees: 119
CEO: Jonathan Filgo

www.benchmarkbank.com

Face to face: Benchmark Bank prides itself on teamwork and trust, where management's philosophy centers on "no micro-managing" and keeping the work environment fun. Few employees worked from home prior to the pandemic, and afterward about 15% have remained in remote-work mode for health reasons. Those who returned to the office in 2021 welcomed the resumption of weekly catered group lunches and special-occasion parties.

"We strongly believe that our positive work environment and exceptional corporate culture is largely derived from our employees' face-to-face interaction with each other and our customers," said CEO Jonathan Filgo.

Pictured: Benchmark Bank employees at the uptown Dallas, Texas, branch won the bank's annual Halloween Costume competition.

First Premier Bank

Sioux Falls, South Dakota
Assets: $3 billion
Employees: 383
CEO: Dana Dykhouse

www.firstpremier.com

Fast track: Every year for the last two decades, First Premier Bank employees have helped put on a community track meet the bank sponsors. Employees also look forward to connecting with local kids each Wednesday in June for a variety of fun, interactive games.

All employees are eligible for an annual bonus of up to 10% of their salary for going beyond the standard responsibilities and expectations of their job. First Premier also rewards employees with gift cards to shop and dine locally, and periodically hosts private concerts for employees featuring well-known acts like Fall Out Boy and the Dave Matthews Band.

Pictured: First Premier Bank employees bring their chairs outside for a socially distanced quarterly staff event under blue skies.

Vista Bank

Dallas
Assets: $1.3 billion
Employees: 158
President and CEO: John Steinmetz

www.vistabank.com

Tech-forward: Most Fridays at Vista Bank begin with a breakfast party, and group-bonding events include paintball wars and dance contests. In 2020, the bank hired a chaplain to help employees cope with the anxiety of the pandemic and brought in an 85-pound "Sheepadoodle" dog named Yogi to spread goodwill at the headquarters and operations center.

Liberal use of new technology, including artificial intelligence and robotics to process loans, has also made employees' lives easier, according to president and CEO John Steinmetz.

"Post-COVID, there's no going back on the digital transformation that has taken place in our industry, and it's now allowing community banks to compete better with the big banks," Steinmetz said.

Pictured: Vista Bank staffers gear up for a paintball battle ultimately won by the bank's Team Chaos.

Bank Five Nine

Oconomowoc, Wisconsin
Assets: $1.5 billion
Employees: 338
President and CEO: Mark Mohr

www.bankfivenine.com

Personal touch: Promoting health and personal development through education is one of Bank Five Nine's core values. This is demonstrated by the bank's weeklong annual training program where employees can enroll in free classes and seminars teaching professional and life management skills.

Employees are encouraged to get out of the office several times a year to volunteer in bank-sponsored community events, and every year on the anniversary of the day they were hired, employees receive a card personally signed and delivered by the CEO.

"Our mission is to 'Make Lives Better' and we do this through our charitable giving and volunteerism, but also by providing exceptional career development opportunities for our employees," said Chair and CEO Mark Mohr.

Read more about Bank Five Nine:

Why this CEO’s doodles matter

Pictured: Bank Five Nine employees pitch in at Kids Fest in Oconomowoc, Wisconsin, to raise funds for local organizations.

The Cooperative Bank of Cape Cod

Hyannis, Massachusetts
Assets: $1.3 billion
Employees: 167
President and CEO: Lisa Oliver

www.mycapecodbank.com

Listening together: Cooperative Bank of Cape Cod encourages employees to stay fit by using its new on-site fitness center, and makes it fun by inviting people at all levels to win prizes in the "Office Olympics."

Each employee also has access to a free membership to the audiobook app Audible, with the option to join the bank's book club focusing on diversity and inclusion topics.

Prior to the pandemic, employees with outstanding digital banking skills were designated technology ambassadors, said Lisa Oliver, Cooperative Bank’s president and CEO. "This was tremendously helpful for our customers during the pandemic, as many customers began using digital channels for the first time."

Read more about Cooperative Bank:

Banks are paying more mind to mental health

Pictured: Cooperative Bank of Cape Cod employees cut the ribbon for a new Cape Abilities home the bank supports to house adults with developmental and intellectual disabilities.

LinkBank

Camp Hill, Pennsylvania
Assets: $464 million
Employees: 60
President and CEO: Andrew Samuel

www.linkbank.com

Ticket to paradise: LinkBank puts a high priority on technology investments and training to make work as efficient as possible, while having fun with group-bonding events like catered, themed luncheons or the cutest pet contest.

Employees are encouraged to find a buddy to take regular walking breaks, and the bank makes ergonomic desks available to those who want to work standing up. Annual Caribbean Challenge awards top performers at the bank with a chance to win an all-inclusive, expenses-paid, five-day trip for two to a Caribbean resort.

"We seek to foster an environment where people get to work hard with a sense of purpose and urgency, enjoy the relationships at work with fun and laughter through various celebrations and recognitions, as well as take time off for rest and recuperation," said LinkBank's president and CEO, Andrew Samuel.

Pictured: LinkBank employees display a $10,000 check from the bank's foundation for Pennsylvania's Brethren Housing Association to help people experiencing homelessness.

Signature Bank employees show off their “Signature Bank wearables” at the 15th anniversary party in September.

Signature Bank

Rosemont, Illinois
Assets: $1.4 billion
Employees: 83
President and CEO: Michael O’Rourke

www.signaturebank.bank

The benefits of going remote: Signature Bank, which celebrated its 15th anniversary this year, found that investing in new business automation and workflow technologies allowed it to add more bankers. That’s because the tech helped the bank better manage people from afar, making remote work more feasible than it had been previously.

Signature opted to do the hiring in markets where it wants to grow. For example, it recently added three new commercial bankers in the Milwaukee area, part of a broader effort to expand its business in neighboring Wisconsin, said President and CEO Michael O’Rourke.

Signature has largely operated on a hybrid remote work schedule during the pandemic, but O’Rourke said that the bank did host an anniversary celebration for employees to enjoy in person.

“It is still vital to maintain personal connections with our staff and customers,” he said.

Home Bank

Lafayette, Louisiana
Assets: $2.8 billion
Employees: 449
President and CEO: John Bordelon

www.home24bank.com

Happy Halloween: Home Bank hosts an annual Halloween celebration for its employees, but when COVID-19 made social distancing a requirement, it had to pivot.

Instead of an in-person event, complete with costume contest and decorating, the bank moved its costume competition online. Marketing and human resources also teamed up to create a “whodunit” mystery contest. They posted a story and weekly clues on the company’s intranet throughout October. The person who solved the mystery the fastest (via online survey) won the competition.

“We went to great lengths to adapt to the new normal and keep our company culture intact,” President and CEO John Bordelon said.

Pictured: Home Bank employees collect donations for local schools after Hurricane Laura.

Bank Independent

Sheffield, Alabama
Assets: $2.1 billion
Employees: 586
CEO: Rick Wardlaw

www.bibank.com

Protecting benefits: Bank Independent’s strategy for minimizing turnover has been to “build a fortress” around its employee benefits and investments in career development, CEO Rick Wardlaw said.

The bank automatically enrolls employees in its retirement plans once they become eligible and matches 50% of the employee’s contribution up to 5%, for example. It also offers other benefits including a company-matching employee savings plan, rewards for life events such as graduation or marriage, and concierge services to help employees manage their personal lives.

“We recognize that the bank needs to maintain a healthy level of capital with minimum sustainable earnings,” Wardlaw said. “However, we will not sacrifice the long-term to achieve short-term results. We hire exceptional team members, providing exceptional pay and benefits, expecting exceptional results.”

Read more about Bank Independent:

This CEO works for employees, not the other way around

Pictured: Bank Independent employees train student tellers how to handle cash and balance a drawer at its first student-run branch at Deshler High School.

Old Point National Bank

Hampton, Virginia
Assets: $1.3 billion
Employees: 255
President and CEO: Rob Shuford Jr.

www.oldpoint.com

A path up the corporate ladder: Old Point National Bank invests in career development resources as part of its strategy for attracting and retaining employees.

Recently, the bank raised the pay threshold for entry-level employees and also rolled out a progressive training plan to give workers a clear pathway up the corporate ladder. And within the past year, it has hired the Virginia Center for Inclusive Communities to create a diversity, equity and inclusion plan.

Companies across many industries are seeing an increase in turnover by female employees, who have been disproportionately impacted by challenges with child care and remote schooling during the pandemic. But Old Point, which is ramping up hiring, said it has not seen any increase in its turnover over the past year, possibly because of the flexible working arrangements it has started offering.

Besides the alternative work arrangements, the changes Old Point National has implemented include a supplemental leave policy and a temporary emergency child watch program.

Pictured: Old Point National Bank employees present a $50,000 donation to the Barrett-Peake Heritage Foundation. The donation will support the restoration of a museum at the state headquarters of the Virginia Federation of Colored Women's Clubs.

Savings Bank of Walpole

Walpole, New Hampshire
Assets: $606.4 million
Employees: 90
President: Mark Bodin

www.walpolebank.com

Practicing balance: Savings Bank of Walpole boasts a retention rate of 90% over the past decade and 95% over the past two years. The bank’s leadership attributes this to a simple formula of treating employees well and giving them room to grow.

Besides investments in career development programs and above-market benefits, the bank also makes a point to promote from within and encourages employees to volunteer and take time off to spend with family.

“My underlying philosophy is that you can make a job something greater than ‘just work,’” President Mark Bodin said. “The ability to engage people in the mission of the bank, the local community and each other is rewarding for the team — but also just basic good business.”

Savings Bank of Walpole is one of the three bank units operated by New Hampshire Mutual Bancorp, which is led by President and CEO Gregg Tewksbury.

Pictured: Savings Bank of Walpole staff at the Court Street branch match their masks to their outfits for Plaid Friday.

Manasquan Bank

Wall Township, New Jersey
Assets: $2.5 billion
Employees: 209
Chair, President and CEO: James Vaccaro

www.manasquan.bank

Leadership development for all: One way that Manasquan Bank aims to keep its employees engaged is by promoting “an atmosphere of continuous career growth,” said James Vaccaro, its chair, president and CEO.

For example, the New Jersey bank recently launched a new leadership development and coaching program for employees at any stage of their career. The program includes a self-assessment component and also focuses on team dynamics and communication and influencing skills.

Manasquan Bank has also more recently adopted a timelier system for recognizing employees with some on-the-spot incentives and rewards.

“These real-time programs lead to more satisfied and fulfilled employees and further support our consistently low turnover rate,” Vaccaro said.

Pictured: Manasquan Bank employees volunteer at Fulfill, a food bank serving Monmouth and Ocean Counties.

Heartland Bank

Geneva, Nebraska
Assets: $745 million
Employees: 100
Chair and CEO: John Wilkins

www.myheartland.bank

Giving employees more agency: To keep employees engaged, the leadership team at Heartland Bank encourages them to make as many decisions as possible about their roles.

In one recent example, the bank’s leadership team was considering adopting some new loan processing software to get through emergency small business loan applications faster. But the executives ultimately deferred to the loan processing team, which felt strongly that the automation software would worsen the customer service experience and ultimately make their jobs harder.

“We find listening to associates is a much better way to keep their jobs interesting and fulfilling,” as opposed to dictating to them how their jobs ought to be done, said Chair and CEO John Wilkins. “We listen to their needs and do our best to meet those needs.”

Pictured: Heartland Bank employees at the Fairbury branch dressed the part for a "The Price is Right" theme at Halloween.

Marquette Savings Bank

Erie, Pennsylvania
Assets: $1.1 billion
Employees: 146
CEO: Michael Edwards

www.marquettesavings.bank

Rearranging responsibilities: Marquette Savings Bank initially learned to shift workloads around as a way to keep employees safe during the pandemic. It’s also now become a tool for addressing burnout.

Among other measures, the bank enacted A/B schedules at the branch level, adopted technologies to help employees work from home securely, and ultimately assured employees that nobody would lose their job or benefits. By reducing work-related stress in the short term, Marquette says it ultimately achieved better productivity and customer experience in the long run.

“For us it is a matter of recognizing the value each employee brings to Marquette,” CEO Michael Edwards said. “If you can provide the assurance they need in their job, and their income, the benefits they rely on, are all secure, employees in turn will give you their all, and stick with you when times get tough. That happened for us over the last 18 months. The result is we are all better for it.”

Read more:

The obstacles banks like Marquette face in the effort to diversify their staff

Pictured: Marquette Savings Bank sent some of its next generation leaders to represent the bank at the Young Erie Professionals 40 Under 40 event.

Centric Bank

Harrisburg, Pennsylvania
Assets: $1.1 billion
Employees: 148
President and CEO: Patricia Husic

www.centricbank.com

A changing workforce: Centric Bank has begun to reshape its workforce in response to changing consumer banking habits, President and CEO Patricia Husic said.

That has meant reducing staff in some areas, in favor of adding staff in functions where bottlenecks often occur, like roles tasked with entering data into the bank’s commercial loan system.

Centric’s expansion in recent years into new markets, including Lancaster and suburban Philadelphia, has prompted it to boost talent development efforts, Husic said. The bank also looks beyond a job candidate’s resume for qualities that might indicate a good cultural fit, like passion, collaboration and community involvement.

“We don’t simply consider banking skills when hiring for our teams,” Husic said, “because we know that all life experiences develop the strong skills we need in our workforce.”

Read more about Centric:

How Centric developed a new diversity roadmap
Centric earned a Top Team award as part of the Most Powerful Women in Banking program this year

Pictured: Centric Bank volunteers pack boxes of food for the Central Pennsylvania Food Bank.

Ledyard National Bank

Hanover, New Hampshire
Assets: $715 million
Employees: 107
President and CEO: Kathryn Underwood

www.ledyardbank.com

Thinking ahead: One major staffing challenge at Ledyard National Bank is the number of senior level bankers that will retire over the coming years.

To better prepare for that, the management team has been working with those bankers to reduce the days and hours they work in the year or two leading up to retirement. The intent is to help retain those bankers’ skills and knowledge longer and provide business continuity while Ledyard National searches for their replacements.

The bank has also rearranged workloads in order to cut down on the risk of burnout. That’s included shifting or sharing certain duties, hiring more support staff where needed, and encouraging employees to work wherever they’re more productive.

Read more:

Ledyard National employees bond by sharing life experiences

Pictured: Ledyard National Bank board members and community members brave the rain to open a new branch in Concord, New Hampshire.

Guaranty Bank

Springfield, Missouri
Assets: $1.2 billion
Employees: 232
President and CEO: Shaun Burke

www.gbankmo.com

Working smarter: Guaranty Bank is focused on efforts to stave off overwork and burnout.

In addition to a number of traditional resources, including employee assistance programs and access to counselors, Guaranty has also sought feedback from its employees about how they might work more effectively. For example, cutting down its use of paper, in favor of digital alternatives, allowed Guaranty to more easily offer flexible work options.

“During the pandemic we have continued to work towards offering more flexible work options and determining what areas of the bank have the greatest opportunity for flexibility,” said President and CEO Shaun Burke. “Allowing employees increased flexibility reduces the risk of burnout and increases employee satisfaction and engagement.”

Pictured: Guaranty Bank’s corporate services division poses for a photo. Led by Director Ashlee Radford, the team covers Springfield, Joplin, Carthage and the surrounding communities.

Kentucky Farmers Bank

Ashland, Kentucky
Assets: $263.7 million
Employees: 72
Chair and CEO: April Perry

www.kfb.bank

Grow your own: One priority for Kentucky Farmers Bank is developing its own future managers.

The bank has implemented a program to ensure that employees in every department have access to mentoring and education. This way, internal talent is ready to be promoted when needed.

The bank also offers its workers tuition assistance, time off to volunteer for charity, and annual on-site flu shot clinics. It also assisted several of its employees in getting an appointment for the COVID-19 vaccine.

Pictured: Kentucky Farmers Bank employees enjoying the company’s annual Halloween decorating contest.

Quontic

New York, New York
Assets: $1.3 billion
Employees: 249
Founder and CEO: Steve Schnall

www.quontic.com

Ramping up: The 11-year old Quontic has hired more than 170 new employees since May 2020, effectively doubling its workforce.

It was able to do so largely because it embraced remote working options and recruited talent from outside the New York metro market, founder and CEO Steve Schnall said. Quontic has made it a mission to stay ahead of the curve on digital banking, and therefore, it’s added roles for digital engineers, data analysts, and full stack and front end developers.

“Our team members all speak a language which encompasses a willingness to try new things, an ability to work towards well-articulated goals, to focus on progress over perfection, to embrace conflict respectfully, and to do so with a smile.”

Pictured: Graffiti wall at the bank's Manhattan headquarters at One Rockefeller Plaza

First Bank & Trust Co.

Duncan, Oklahoma
Assets: $767 million
Employees: 150
President and CEO: Robert Petersen

www.fb247.com

Emphasizing internal promotion: Every member of the executive team at First Bank & Trust Co., has been with the company for more than 20 years, and that didn’t happen by chance.

An emphasis on internal promotion helps the bank to motivate younger workers as well as maintain its corporate culture, President and CEO Robert Petersen said. The bank offers a variety of self-development resources for its workforce, including a leadership development program.

“When you can promote an internal candidate, it benefits the organization because they know the organization, the employees, goals and culture,” Petersen said. “It also helps to encourage others who look forward to future promotions and builds loyalty to the organization.”

Pictured: The executive team’s submission for First Bank & Trust Co.’s 2020 Christmas card contest.

Bank of Charles Town

Charles Town, West Virginia
Assets: $672 million
Employees: 121
President and CEO: Alice Frazier

www.mybct.bank

Pandemic provisions: The Bank of Charles Town has stepped up efforts to care for employees over the past 18 months.

During the pandemic, the bank partnered with a local hospital to provide its employees with COVID-19 testing, including rapid testing. Its board of directors and senior leadership team also provided regular updates and support via video message, promised job security in the short term, and a special payroll bonus to employees for sticking it out through the crisis.

The bank keeps overtime to a minimum, to stave off burnout, and offers employees extra paid time off or extra pay when work requires them to travel overnight. It also offers a special, interest-free loan for employees to buy exercise equipment.

Pictured: Bank of Charles Town employees during a breakout session of the company’s all-employee meeting.

FirstBank Southwest

Amarillo, Texas
Assets: $1.3 billion
Employees: 207
President and CEO: Andy Marshall

www.fbsw.com

Connect with the community: Nearly half of FirstBank Southwest’s employees have been with the bank for five or more years, an achievement the bank attributes to its success with making sure its employees feel valued.

One way it does that is by offering perks intended to encourage employees to connect with their communities and take care of their health. Additional days off are available for those taking part in community events, and employees can also receive a $1,200 annual discount on their health insurance for completing wellness initiatives.

Pictured: FirstBank Southwest employees present a donation to the Hereford Independent School District.

First United Bank

Lubbock, Texas
Assets: $1.6 billion
Employees: 230
CEO: R. Mark Bain

www.firstunited.bank

Promoting generosity: First United Bank encourages its employees to perform random acts of kindness through its Spirit of Generosity campaign.

The bank established the program to honor its founder Ray M. Bain, who believed the bank could only be as strong as the people and communities it served. He passed away in 2013.

First United gives each department a budget that they’re allowed to use as they see fit to do random acts of kindness for neighbors, friends and customers. Over the years, those acts of kindness have run the gamut from buying a coffee for a stranger to providing immediate cash assistance for a parent traveling to get medical treatment for their child.

Pictured: First United Bank’s Amarillo Colonies team dressed up to celebrate St. Patrick's Day.

FirstCapital Bank of Texas

Midland, Texas
Assets: $2 billion
Employees: 276
CEO: Ken Burgess

www.fcbtexas.com

Unique developments: FirstCapital Bank of Texas has made internal development a cornerstone of its talent retention strategy.

The bank offers its own yearlong leadership development program, dubbed YOUnique Leadership. That program identifies emerging talent and helps those bankers develop business skills they need to advance as leaders, such as speaking and presentation skills.

FirstCapital also encourages its bankers to attend outside development programs and serve on local nonprofit boards, which helps those bankers develop into well-rounded leaders in their communities.

Pictured: FirstCapital Bank of Texas employees volunteer at Snack Pak 4 Kids, packing over 200 snack packs for children in Amarillo.

Peoples State Bank

Wausau, Wisconsin
Assets: $1.3 billion
Employees: 169
President and CEO: Scott Cattanach

www.bankpeoples.com

Some light reorganizing: Peoples State Bank in Wisconsin has made some tech and organizational tweaks to make day-to-day duties a bit easier.

The bank has added new digital tools that help employees work faster, usually by cutting down on menial tasks needed for the job. It has also restructured and redesigned roles in some noncustomer facing departments, aiming to better focus certain roles on an employee’s expertise. One example is a new digital banking specialist role that the bank created to build its digital banking knowledge base and develop best practices for working with customers through its various banking channels.

The bank also offers its employees the option to adjust their employment status to phase into retirement or to take reduced working hours as semi-retirement.

Read more about Peoples State:

Pictured: Peoples State Bank’s human resources team organized a daylong training event themed around helping employees understand that everybody has a superpower.

First Century Bank

Tazewell, Tennessee
Assets: $515 million
Employees: 86
President and CEO: Rob Barger

www.firstcenturybank.com

Rewarding volunteerism: One way that First Century Bank promotes a happier workforce is by encouraging its employees to get involved with their communities.

The bank has an internal program that awards a cash bonus to every employee if they meet a companywide goal of working a certain number of volunteer hours in a year. In 2020, each employee received $1,100.

“Serving the community is not just a rule, it is a privilege in the FCB family,” President and CEO Rob Barger said. “Employees are encouraged to be involved in their community and include their own families in those endeavors, thus expanding and strengthening the family unit.”

Pictured: First Century Bank employee Amy Earl organized a supply drive for a local animal shelter during the COVID-19 pandemic.

Capital Bank

Rockville, Maryland
Assets: $2 billion
Employees: 264
CEO: Ed Barry

www.Capitalbankmd.com

A new attitude: Capital Bank has changed its attitude toward remote work and adopted a hybrid working model as part of a broader appeal to the workers it wants to hire.

Adapting to the COVID-19 pandemic has shifted the internal mindset, said CEO Ed Barry. Previously, “very few” employees telecommuted, but the bank is now developing a hybrid-working policy to allow all employees to work from home on a consistent basis, he said.

“If there is a bright side to the past year, it is that we have changed how we think about geography,” Barry said. “With an expanded mindset, we can find the best talent and culture fits wherever they live.”

Pictured: Capital Bank staff having some fun during a quarterly employee event hosted at Dave and Busters shortly before the pandemic.

United Bank

Atmore, Alabama
Assets: $1 billion
Employees: 207
President and CEO: Michael Vincent

www.unitedbank.com

Support for schooling: Remote schooling proved a challenge for some United Bank employees who lived in rural areas and didn’t have reliable internet access at home. So the bank set up empty offices with laptops and allowed the children of employees to use them.

The solution was temporary, but it worked in a pinch. It also represented one way the bank’s leadership used a little quick thinking in a crisis to make its employees’ lives easier.

“It caught so many people off guard,” President and CEO Michael Vincent said of the school closures. “Friday [employees’ children] were in school and Monday they were not.” Nearly a dozen employees took United up on its offer to give children a workstation.

Read more:

Leaving the morale-crushing tasks to 'robots'

Pictured: United Bank employees donate unused computer equipment to United Cerebral Palsy in Mobile, Alabama.

The Muncy Bank and Trust Co.

Muncy, Pennsylvania
Assets: $562 million
Employees: 117
Chair, President and CEO: Robert Glunk

www.muncybank.com

Focusing on work-life balance: Management at the Muncy Bank and Trust Co. promotes work-life balance as a way of keeping employees around longer.

That means flexible hours, teleworking options, and actively encouraging employees to use their vacation time and take advantage of the wellness program.

“We have found our employees want flexible schedules and teleworking options,” Chair, President and CEO Robert Glunk said. “The past year and a half has taught us that it is possible to have employees work remotely and continue to be productive.”

Pictured: Muncy Bank and Trust employees raised money and collected items for the Lycoming County Society for the Prevention of Cruelty to Animals.

Civista Bank

Sandusky, Ohio
Assets: $2.9 billion
Employees: 449
President and CEO: Dennis Schaffer

www.civista.bank

Working wherever: Civista Bank has broadened its search for talent after seeing how well its employees can work in a remote environment. Casting a wider net has allowed Civista to attract more diverse candidates.

The bank is in the process of creating its first employee resource group for women. It has also relaxed its dress code to business casual and welcomed “tasteful expressions of self,” like hair coloring and tattoos.

A “snooze or cruise” perk allows employees to come in late or leave work early for a job well done.

Pictured: Civista Bank operations center employees pose for a photo.

1st Summit Bank

Johnstown, Pennsylvania
Assets: $1.3 billion
Employees: 201
President and CEO: J. Eric Renner

www.1stsummit.bank

Saving bandwidth: Digitizing its mortgage application process helped 1st Summit Bank free up employees’ bandwidth, in addition to improving the customer experience.

In the fall of 2020, executives saw “a significant need” to upgrade to new systems when they re-evaluated 1st Summit’s labor intensive approach to residential mortgage lending. Motivated in part by the hot housing market, the $1.3 billion-asset bank needed to speed up its time to closing without putting additional stress on its employees.

“It needs to be a smooth, quick, and simple process,” President and CEO J. Eric Renner said. “With that, it is less labor-intensive for our employees, which lowers stress levels and increases accuracy.”

Pictured: 1st Summit Bank's annual Red Wagon Project collects school supplies for children in need. These cuties donated some backpacks, markers, pencil cases and more.

Clear Mountain Bank

Bruceton Mills, West Virginia
Assets: $835.6 million
Employees: 161
President and CEO: David Thomas

www.clearmountainbank.com

Reading the room: Clear Mountain Bank has made it a point to periodically check in with its employees to gauge their engagement and satisfaction levels.

The bank recently implemented some new employee appreciation efforts based on that feedback, including a new digital team member recognition system and virtual coffee breaks. It also recently hosted its first “team member appreciation week,” including activities and rewards for employees across the bank.

President and CEO David Thomas said that turnover for the first half of 2021 was less than the bank had seen in the first half of 2020 and that average tenure is nearly 10 years.

Pictured: Clear Mountain Bank employees celebrate the bank being named one of the "Best of Morgantown" by Morgantown Magazine.

Martha’s Vineyard Bank

Edgartown, Massachusetts
Assets: $1.1 billion
Employees: 99
President and CEO: James Anthony

www.mvbank.com

Sharing the work: Martha’s Vineyard Bank has focused on rebalancing the workload across its organization to relieve over-stressed branches and departments.

That effort includes a new scheduling system for the bank’s retail branches that allow managers to make more granular decisions about scheduling, President and CEO James Anthony said.

“If we can tailor a retail position to be attractive to someone who only has five hours while their children are in school, then we have created an opportunity for a new employee and addressed a busy time of the day,” he said. “The more that we can define, segment, and mobilize individual responsibilities, the more responsive and adaptive we can be.”

Pictured: Martha’s Vineyard Bank employees with a refrigerated truck that the bank’s charitable foundation bought to supply food to people in need on Martha’s Vineyard.

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