Strategic Planning for New Skill Sets at Community Banks
All of the prognosticators (including us…see The Future Community Bank Model – Greater Diversity of Revenues and Reduced Risk) are talking about the need for community banks to diversify their product mix, rely less on concentrations of commercial real estate loans and develop new fee-based services. The problem is that the current staff of most community banks has a set of knowledge, skills and abilities that do not apply in this new world community banking environment.
Commercial and Industrial Lending (aka C&I Lending) is a very different process than Real Estate lending. Will the banks retrain real estate lenders or recruit C&I lenders from other banks? Where can they find trained lenders? Large banks have relatively few credit trained C&I lenders because these banks shifted years ago to a “hunter/gatherer” strategy that deployed many relationship developers (hunters), with limited credit training, who would bring the loan request to a few credit underwriters who made the deal work for the bank. When this shift occurred, the large banks no longer developed the trained staff that community bank recruiters needed.
Banking gurus are also pushing the point that fee-based businesses need to be developed in the community banks to offset some of the continuing pressure on traditional net interest margins upon which community banks have historically depended. There has been much written about understanding your local communities’ needs and the share of wallet your bank is getting. This is how you determine what additional services are needed in your communities. All true, but where do you get the talent to develop and then manage these new businesses? Banks have not traditionally had strong sales teams, so once the new businesses are developed, will banks be able to build the businesses.
It has been estimated that half or more of the staff currently in most community banks will need to be replaced with people with new knowledge, skills and abilities needed in the new model of community banking. In some cases, the change needs to begin at the top of the organization. We hear from capital market players that investors often want a new team to deploy the new capital. CEOs would be well advised to aggressively rethink their strategies for their banks and include strategies for attracting and retaining the new talent that will be needed in the new world of community banking.
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