160 bank employees, 100 continue to work remotely while 60 are in the branches to conduct drive-thru transactions.
Buckner had “the right team in place” to make remote work productive. Te bank was flexible with schedules as employees now had multiple roles in their homes — they were bankers, teachers, caregivers, parents, spouses and partners. “Our employees were conscientious of their work responsibilities and their productivity, and we encouraged them to be make sure they are spending time with their family and taking down time to recharge.”
What challenges did you overcome? Rules regarding COVID-19 from national, state and local health departments
changed quickly, prompting the bank’s human resources department to know how these rules affected employee and customer safety. Customers affected by the pandemic from various situations, such as loss of income, appreciated the bank waiving overdraſt fees and mortgage forbearance offered by the bank.
During the pandemic, 30 new people joined the bank. For Buckner and his team, it was imperative these team members were part of the bank family and understood the bank’s culture. Te bank ensured these individuals had tools to keep them connected with their co-workers. And, communication with staff was vital, Buckner said. Managers held daily calls with their teams, and the bank held monthly calls with all staff.
You must address culture and performance issues during the good times because they are only amplified during the challenging times.
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mobankers.com
What changes do you foresee moving forward? Buckner notes individuals have been in this mode for a year and have formed new habits. Many customers are now comfortable with digital banking, and the industry may see significant investments in technology.
What will bankers remember 10 years from now? For mortgage bankers, it will when we originated 2% interest rate mortgages.
What lessons would you share with future leaders? We demonstrate grace and empathy daily to our customers and each other. My two takeaways from this crisis was the importance of the relationships I formed during the good times with our legislators, our community leaders and our trade groups, who all came together during this time to find meaningful solutions. My second takeaway highlighted the importance of having the right people on our team when we entered this crisis. You must address culture and performance issues during the good times because they are only amplified during the challenging times.
Mark Laune President and CEO, Peoples Savings Bank, Hermann
How did COVID-19 affect the bank? Peoples Savings Bank welcomed customers back to their bank lobbies March 1, 2021, nearly a year aſter closing its lobbies to customers in mid-March 2020. Although the bank opened its lobbies in June 2020, it closed the lobbies in late October 2020 as a precaution when more positive COVID-19 cases emerged. Staff was split in two groups and rotated two-week shiſts working in the bank and remotely. A pandemic team that was established immediately to address arising issues continues to meet.
What challenges did you overcome? A merger is a great endeavor under normal circumstances, let alone a pandemic that alters traditional business practices. In February 2020, Laune and his team met with the leaders of the former CBC Bank in St. Peters to begin their discussions. Tis meeting was 10 days before Peoples Savings Bank shut its doors. Initial proceedings to visit branches
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