Recent News

Millennials Rock the Org Chart

CUNA’s E-Scan Newsletter
September 3, 2010

As the 20-somethings enter the workplace, they're armed with ambition and creativity. They're also destined to change the way businesses run, according to a recent study by marketing agency Mr. Youth and the market research company Intrepid.

The goal of the study was to anticipate what businesses would look like if Millennials—also known as Generation Y—were already in charge.

“The next decade will require that businesses make large-scale changes to the way they operate, especially when it comes to embracing the perspective of a Millennial and wanting to move ahead of the curve,” Misia Tramp, co-founder of Intrepid, tells T&D magazine.

The six-month study focused on three major areas of business—the organization, the product, and the marketing—and how the Millennials felt about each area.

When it comes to the organization, Millennials prefer a collaboratively led enterprise:

Stimulating Work Environment

Millennials need to be in an environment that continually keeps them stimulated and engaged or they'll look elsewhere. What they expect in the workplace:

Idea-Powered Culture

“Seniority” and “tenure” are dirty words to Millennials. Authority is earned and proven through direct interactions, not given blindly based on titles, seniority, or ability to play office politics. Millennials believe in:

“Millennials clearly have a different view on business, marketing, and communication—much of which stems from being immersed in social technologies from a fairly young age,” says Brandon Evans, managing partner and chief strategy officer for Mr. Youth. These strong differences in attitudes and behaviors are greatly underrepresented in how most companies approach their consumers—and in how they structure the workforce.

This article originally appeared in CUNA's E-Scan Newsletter. Reprinted with permission.

The Perpetual Volunteer: HR Problem Waiting to Happen

Toni Bowers
August 31, 2010

Managers love the ever-giving over-achiever — if that person can get the job done. The problem lies with the person who volunteers for everything but then never makes things actually happen. I'll talk about both types here.

Some employees volunteer for new duties and are great at making things happen and producing results. And too many managers will lean on this person excessively. (If my e-mail and the discussion posts are any example, most managers lean heavily on these people.)

Some people just get charged up by being extremely busy and challenged, but there are those who only do the extra stuff out of fear of repercussions. I know this is asking the impossible, but managers need to wise up and figure out which is which. If you have a person on your team who consistently takes on any new duty, you need to make sure that there isn't some underlying issue that drives that. Otherwise, that person could one day wind up in the nearest clock tower with a sniper rifle and you in the scope. (I just had a mental image of that scene, but with a manager on the ground yelling into a bull-horn, “Do you have your laptop with you?”)

The Perpetual Volunteer

Lazy managers love a bottomless well of productivity. That is, until they see that things aren't actually getting done. Often the person who is the first to raise his hand to volunteer has no idea of how to do the assigned task. He is a little delusional as to his own capabilities or time availability. So all of the things that are dependent on the tasks he volunteered for have been pushed back and then the manager has a real and ongoing mess to clean up.

So there is an in-between. You want to be seen as dependable and flexible but you don't want to take on duties that you can't possibly fulfill. Also, you want to avoid being pigeon-holed by your manager as the place where all little responsibilities go, because, whether consciously or unconsciously, that manager will use you up until you're as tired and overworked as Lindsay Lohan's probation officer.

How to Get Out from the Hole

So what do you do if you've gradually and almost imperceptibly become the receptacle for all extra duties? I'm being optimistic here, but maybe your boss really doesn't realize what a burden the extra projects are for you. In that case, you should have a chat. If not, I would try gradually weaning the boss away from depending solely on you. The next time a project comes up, say, “I'm covered up right now. I don't think I could get to it in the time you need it.” That might be a wake-up call for your boss.

But then, it might not be. Your boss may turn on the Mafia death stare or threaten you with firing, if he or she is a real jerk. If the person is really that unreasonable, then it's time to look for another job.

Toni Bowers is the head blogs editor for TechRepublic, a site that discusses pressing issues in information technology. Reprinted with permission.

Remote Deposit Capture is Focus of New Tech Council White Paper

CUNA Councils
August 24, 2010

Remote Deposit Capture (RDC) promises to extend greater convenience to members while at the same time potentially reducing operational costs and investment in building infrastructure, according to a new white paper from the CUNA Technology Council.

RDC is when a member or business account holder utilizes an optical scanning device, such as a home-office scanner or mobile cell phone camera, to capture (scan) images of checks for deposit, upload them to a computer on site, and through a software application, edit and send the front and back images securely over the Internet to the credit union for processing and deposit.

As noted in “Remote Deposit Capture: Thinking Out of the Branch To Better Serve Members,” RDC is a valuable tool for credit unions that have:

RDC may also prove useful to credit unions that have a small number of branches in comparison to a large field of membership, as is the case with some select employee group (SEG)-based credit unions.

The new white paper covers key points related to RDC and RDC application development, including:

In addition, four credit unions are profiled through in-depth case studies, providing the reader with an understanding of how remote deposit capture functions as well as its primary challenges and advantages.

CUNA Council members are entitled to complimentary copies of these and more than 200 white papers; non-members may purchase the white papers for a price of $50 per copy.

The paper is available online in the white paper section of each council site – select the “Tech” tab.

Ask the Right Kind of Question to Get the Right Kind of Answer

Calvin Sun
August 23, 2010

“There are no stupid questions,” as the saying goes. Of course, the cynic will continue by adding, “Only stupid people who ask the questions.” While I consider that latter view extreme, I do believe that some questions are better than others. Whether you are asking questions of a customer, client, co-worker, or boss, the type of questions you ask can affect how you are viewed. Here are some pointers in this regard.

Distinguish between Open and Closed Questions

A closed question is one that generally can be answered with either a “yes” or “no” by the other person. Examples include “Is your computer powered on right now?” and “Are you running Vista ?” Closed questions are good if you want to limit the answers you get from the other person. The danger, however, is that you might miss important information because of assumptions you make when you ask these questions.

Open questions, on the other hand, generally require more than simply a “yes” or “no.” They require an elaboration from the person who is questioned, because that question begins with a “who,” “where,” “why,” or “how”? Examples of such questions would be “What were you doing when the problem occurred?” and “What applications are you running right now?” Although the danger of missing information is smaller, asking such questions can result in long-winded answers.

When doing problem determination, both types of questions play important roles. You might begin by asking the customer about the types of symptoms being encountered. Then, while exploring these answers, you might get confirmation by asking closed questions. The process works in reverse as well. You might get a short answer from the customer and find that you must ask the customer to elaborate.

Avoid Plain “Definition” Questions

My general rule is to avoid asking questions if their answers can be found easily via Google or Wikipedia. Therefore, in history class, I would hesitate before asking, “Who won the Battle of New Orleans?” (The answer is Andrew Jackson, and the battle was notable because it occurred, as a result of communications difficulties, after the treaty ending the American Revolution was signed.)

Other questions, however, aren't as easily answered this way. These questions generally demonstrate insight on the part of the questioner and are preferable to the “plain definition” questions. Thus, with respect to the Battle of New Orleans, a more insightful question might be, “What do you think would have happened if the British had won at New Orleans ?”

To avoid misunderstanding and misperception, you might want to make clear that you're asking the second type of question and not the first. For example, you might preface the question above the following way: “I'm not asking who won the Battle of New Orleans, because I know it was the Americans and Andrew Jackson.” Then, proceed with the second question.

Making this distinction is critical if you're a level-1 IT support person and you're asking a level-2 person for advice or assistance. You want to avoid giving this impression that you've failed to do your homework. So a request for information might proceed this way: “I know what the registry is, and I understand in general that it can be corrupted. What I need to understand, though, is how this particular patch corrupted it.”

Distinguish between Curiosity-Based and Concern-Based Questions

People can get defensive over certain questions. But sometimes, they don't need to because you're asking a question only out of curiosity, not because you have a concern. Most people would sense a difference between a boss who asks a subordinate, “Why did you move the file instead of copy it?” and a co-worker who asks another co-worker, “Why did you build a patio instead of a deck?” If you're asking a question simply because you're curious and not because you have an issue involved with the question, make that point clear when you ask. I would preface that kind of question with the following statement: “I have a question, and it's only out of curiosity, because I'm not upset about it. Why did...”

Anticipate Negative Reactions to “Dumb” Questions

It does happen, doesn't it, that the computer problem occurred because no power was going to the computer? You don't want to spend half a day with a customer on problem determination only to find that this simple solution was overlooked. Both of you might get in trouble. At the same time, though, you know the customer might be upset at being asked a patronizing question, important though it might be. In such cases, I recommend apologizing, and using “the system” as your fall guy. For example, you might preface the question with, “I'm sorry, but I have some standard questions I have to ask. I'm sure you've already done this, but we have to make sure. You have checked, of course, that the power is plugged in?”

Another technique is to acknowledge that your question might sound stupid or ignorant, but then immediately make clear why it isn't. Right now, for example, the cost of a first class letter is 41 cents. Therefore, if someone went to the post office and asked for rolls of 39 cent stamps, one might assume the person was unaware of the rate change. To address this situation, here's what the purchaser might say:

“I know the current rate is 41 cents. However, I do want to buy 39-cent stamps if I can, because I have a bunch of 1-cent stamps that I want to use up.”

Set Up Questions Regarding the Retraction of a Request or Assignment

Have you ever asked someone to do something, then later changed your mind? A few moments ago, you were hoping the person would do the assignment. But now, you're hoping he or she didn't do it. If you're concerned about how the other person will react, it's important to understand the dynamics involved with your asking that person about the assignment. Remember, you're hoping that the assignment hasn't been completed yet. But if you simply ask, “Have you done that assignment yet?” the person probably will think, mistakenly, that you did want it done. In that case, they might be nervous or defensive about admitting that the work is undone.

However, if your preface your question with, “I'm hoping you haven't done the assignment I gave you, because our direction has changed,” the other person is less likely to withhold information about the missed assignment. By the way, if he or she already did do that assignment, you probably should apologize and say thanks.

Of course, I'm not saying you have to use these techniques. I am saying, though, that being aware of them and the advantages of using them can make you more effective and can is likely to affect how you're perceived.

Calvin Sun is a management, organizational, and intercultural consultant in Paoli, Pennyslvania. Contact him at 610-296-3947 or csun@calvinsun.com.

Effective Strategies for Credit Card Pricing is Subject of Latest OpSS Council White Paper

CUNA Councils
August 19, 2010

Credit unions have a real opportunity to gain credit card market share from banks today, according to a new white paper by the CUNA Operations, Sales & Service (OpSS) Council. Even before the Credit Card Accountability Responsibility and Disclosure Act of 2009 (CARD Act) took effect, big banks were drawing consumers' ire, between the bailouts, their reactions to the economy's effects on their credit card programs and their preparations for the new regulatory environment.

The new paper, “Credit Card Pricing: Effective Strategies for a Post-CARD Act Market,” notes that with a well-designed, competitive value proposition—including pricing strategies that make their cards attractive without posing excessive risk—and a comprehensive marketing/communications plan that trumpets the credit union difference, credit cards can still be a credit union's highest-yielding asset.

This white paper for the CUNA OpSS Council specifically discusses:

It also includes three case studies showing how credit unions' pricing has evolved to fit today's marketplace.

CUNA Council members are entitled to complimentary copies of these and more than 200 white papers; non-members may purchase the white papers for a price of $50 per copy.

The paper is available online in the white paper section of each council site – select the “OpSS” tab.

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