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Human Resources Discussion Group

Join the Human Resources Discussion Group to connect with peers from fellow MBA member banks. Sessions focus on key HR topics such as compliance, employee benefits, recruiting, talent development, and other issues that matter most to your bank.

Meetings are informal and collaborative, creating space for open discussion and practical peer exchange. Members are welcome to attend as often as their schedules allow, and each session is designed to stand on its own while contributing to an ongoing conversation.

Have a discussion topic or speaker in mind?

Each month, we circulate a brief survey featuring questions and topics submitted by members. If you have a question, topic, or speaker suggestion for group, feel free to send it my way at any time. I would be happy to include it in an upcoming survey. Click here to email me.

Survey results are shared monthly via email and posted on our website for easy access.

2026 Meeting Dates

  • February 19, 2026
  • May 21, 2026
  • August 20, 2026
  • November 19, 2026

February 2025

Posted: Feb 11, 2025
Categories: HRDG
Comments: 3
Author: Chad Pook

View the February survey results (click each question to reveal the responses)

Does your bank classify the BSA Analyst position as:
Salaried Exempt (9)
Salaried Exempt
Salaried Exempt
Salaried Exempt
Salaried Exempt
Salaried Exempt
Salaried Exempt
Salaried Exempt
Salaried Exempt
Hourly Non-Exempt (11)
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Hourly Non-Exempt
Do any banks offer incentives for retail staff to work Saturday hours? If so, what is offered? Does it vary by level (Branch Manager vs Teller)?
Over time if they work over 40 hours, otherwise there is no incentive.
OT for retail staff. Day off during the week for the Manager or Assistant Branch Manager.
Non-exempt retail staff earn time and a half on Saturdays, even if their weekly hours do not exceed 40. Branch Managers earn a stipend of $175 for working a Saturday.
Hourly employees get their hourly wage, managers receive a stipend if they work Saturday.
Retail staff will have a day off during the week to compensate for working on Saturday.
No
There are no incentives; it is part of their schedule.
No
No incentive granted. Saturday is incorporated as part of their 40-hour work week.
Branch Managers are either Stipend or Flex:
  • Stipend: $250 for working 4.5 hours on Saturday.
  • Flex: Can take a day off during the week for working 4.5 hours on Saturday.
  • Hourly employees can take a day off during the week or get paid for 6 days, whichever they choose.
No, hours worked are part of their weekly schedule, and no more than 2 Saturdays per month are assigned. Managers and Asst. Branch Managers get a stipend ONLY if they work six days in a row in a given week.
No, retail employees have a two-week rotation schedule. If scheduled for Friday night and Saturday, they receive a day off during the week.
They get a weekday off if they work Saturday, and staff rotations ensure no one works every Saturday.
No
No, Saturday schedules rotate for retail staff and are included in the work week.
No
We pay time and a half, including for managers.
No. An A/B team rotation alternates Saturday shifts. Employees scheduled for Saturday receive a day off during the week but are scheduled to work 40 hours including Saturday.
How do others handle lunch breaks in the retail branches? Do you require a certain number of staff to stay in the branch? If so, how do you handle required meal breaks? Do you close the branches if understaffed that day?
We require a certain number of people in the lobby. We may ask (not require) employees to take a reduced break and sign a meal waiver form. We have never had to close a branch due to understaffing. We would ask our floater(s) or employees from other branches to assist if needed.
We have a preferred number of staff, but it's not mandatory. If operating below preference, management is expected to pull a drawer and cover as needed. We also allow a paid 'on-call/on-site' break on a voluntary basis.
Breaks are staggered to ensure adequate staffing. We can manage a slower branch with three people. If understaffed, we shuffle staff across branches to ensure everyone gets their break.
Lunch breaks are staggered and limited to 30 minutes. At least two employees must be present in the branch at all times. If understaffed, a designated floater provides coverage for the day.
This has never been an issue, but at least two people must be behind the Tellerline at all times.
We have two branches and ensure each is fully staffed. If someone calls out, staff is pulled from the other location. We never close a branch due to understaffing. We offer a 45-minute lunch break that includes their 15-minute break.
Anyone working more than six hours a day must take a lunch break. If understaffed, we move a teller from another branch.
We strive to allow staff to leave for a 30-minute lunch break. If not possible, at least two people are on-site, one monitoring via security. We offer to buy lunch or pay for the break if needed.
Most times, there is enough staff for lunch breaks.
Meal breaks are staggered to keep branches open.
Branch Manager schedules lunch breaks. All non-exempt employees must take a lunch break. We do not close branches due to understaffing.
If an employee cannot leave for lunch, they are not required to punch out for their break.
We typically require 1-hour lunches, but if short-staffed, they take 30-minute lunches. Staff from other locations may cover if needed.
Lunches are scheduled based on attendance. If understaffed, a manager or someone from another branch covers the lunch hour, or retail managers fill in during that time.
For banks with call centers and Saturday branch hours, is your call center also open on Saturdays?
Yes (12)
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No (4)
No
No
No
No
How do others handle lunch breaks in the retail branches? Do you require a certain number of staff to stay in the branch? If so, how do you handle required meal breaks? Do you close the branches if understaffed that day?
We require a certain number of people in the lobby. We may ask (not require) employees to take a reduced break and sign a meal waiver form. We have never had to close a branch due to understaffing. We would ask our floater(s) or employees from other branches to assist if needed.
We have a preferred number of staff, but it's not mandatory. If operating below preference, management is expected to pull a drawer and cover as needed. We also allow a paid 'on-call/on-site' break on a voluntary basis.
Breaks are staggered to ensure adequate staffing. We can manage a slower branch with three people. If understaffed, we shuffle staff across branches to ensure everyone gets their break.
Lunch breaks are staggered and limited to 30 minutes. At least two employees must be present in the branch at all times. If understaffed, a designated floater provides coverage for the day.
This has never been an issue, but at least two people must be behind the Tellerline at all times.
We have two branches and ensure each is fully staffed. If someone calls out, staff is pulled from the other location. We never close a branch due to understaffing. We offer a 45-minute lunch break that includes their 15-minute break.
Anyone working more than six hours a day must take a lunch break. If understaffed, we move a teller from another branch.
We strive to allow staff to leave for a 30-minute lunch break. If not possible, at least two people are on-site, one monitoring via security. We offer to buy lunch or pay for the break if needed.
Most times, there is enough staff for lunch breaks.
Meal breaks are staggered to keep branches open.
Branch Manager schedules lunch breaks. All non-exempt employees must take a lunch break. We do not close branches due to understaffing.
If an employee cannot leave for lunch, they are not required to punch out for their break.
We typically require 1-hour lunches, but if short-staffed, they take 30-minute lunches. Staff from other locations may cover if needed.
Lunches are scheduled based on attendance. If understaffed, a manager or someone from another branch covers the lunch hour, or retail managers fill in during that time.
Do any banks offer incentives for retail staff to work Saturday hours? If so, what is offered? Does it vary by level (Branch Manager vs Teller)?
Over time if they work over 40 hours, otherwise there is no incentive.
OT for retail staff. Day off during the week for the Manager or Assistant Branch Manager.
Non-exempt retail staff earn time and a half on Saturdays, even if their weekly hours do not exceed 40. Branch Managers earn a stipend of $175 for working a Saturday.
Hourly employees get their hourly wage, managers receive a stipend if they work Saturday.
Retail staff will have a day off during the week to compensate for working on Saturday.
No
There are no incentives; it is part of their schedule.
No
No incentive granted. Saturday is incorporated as part of their 40-hour work week.
Branch Managers are either Stipend or Flex:
  • Stipend: $250 for working 4.5 hours on Saturday.
  • Flex: Can take a day off during the week for working 4.5 hours on Saturday.
  • Hourly Employees: Can take a day off during the week or get paid for 6 days, whichever they choose.
No, hours worked are part of their weekly schedule, and no more than 2 Saturdays per month are assigned. Managers and Asst. Branch Managers get a stipend ONLY if they work six days in a row in a given week.
No, retail employees have a two-week rotation schedule. If scheduled for Friday night and Saturday, they receive a day off during the week.
They get a weekday off if they work Saturday, and staff rotations ensure no one works every Saturday.
No
No, Saturday schedules rotate for retail staff and are included in the work week.
No
We pay time and a half, including for managers.
No. An A/B team rotation alternates Saturday shifts. Employees scheduled for Saturday receive a day off during the week but are scheduled to work 40 hours including Saturday.
What incentive programs (e.g., bonuses, performance rewards) have been successful at your institution?
Quarterly incentive plans (partnered with annual incentive plan) for retail and customer assistance center have been successful.
Bonuses and consistent salary increases.
We offer a Short-Term Incentive Plan that aligns with the Bank's overall performance. This program has been highly effective, as employee bonuses increase in correlation with the Bank's success. Additionally, we provide discretionary bonuses to employees who exceed their standard responsibilities or successfully complete special projects that require significant time and effort.
Our Performance Incentive Plan is based on bank metrics. Retail incorporates deposits. We give cash awards for years of service and have an employee referral program. We also have an emergency loan program for employees in need.
Retail has sales incentives. Mortgage originators receive commissions and volume incentives. Cross-sales incentives are available to all employees along with customer and employee referral awards. Annual bonuses are given based on bank and employee performance. We are considering removing employees that receive other incentives from the overall bonus program (e.g., Retail).
Quarterly bonus.
Branch employee referrals.
- Bonuses
- Swag awards
What morale-boosting programs or events (e.g., team-building activities, wellness initiatives) have been effective in improving employee engagement?
Our recent snowperson building contest had much participation and employee engagement. Every department and branch participated except for two. Our upcoming team spelling bee is also generating much team engagement and enthusiasm.
Employee events, even if casual, are appreciated (e.g., cornhole tournaments, Halloween costume competitions, food trucks, ice cream trucks, random pizza luncheons, wellness room, schedule flexibility for necessary family accommodations, employee appreciation day, etc.).
We host a monthly Collaboration Day with activities such as crafts, educational workshops, and games. Breakfast and lunch are provided to foster engagement and teamwork. Branches and departments organize morale-boosting events throughout the year, with employee involvement in planning. Activities have included escape rooms, pool tables, and axe throwing. We also prioritize employee wellness through on-site massage sessions with professional massage therapists.
Employee bowling event, holiday party, office Olympics, employee and family outing at a local amusement venue, Friday fun days with themes (e.g., tropical shirts, football jerseys), Halloween decorating and costumes, ice cream sundae day in the summer.
If employees complete their annual physical and accumulate 150 points from January 2025 to December 2025, they receive a day off. This also helps with aHealthyMe utilization, increasing the chances of receiving the bonus from MassBankers.
Numerous initiatives, including:
  • Volunteer opportunities (paid volunteering) like My Brother's Keeper, Smart With Money Fair, and Credit for Life at local schools.
  • Branch competitions/events - Office Olympics, food events, and branch decoration contests.
  • Employee Appreciation Social - branches close early for events like I-golf or Ryan's Amusements.
  • Step challenges with bank-sponsored prizes, like an 8-hour floating holiday for 1st place.
  • Ice cream truck visits and a golf league.
Summer all-employee outing, holiday party, food trucks every few months, and themed celebrations every other month. We also participate in BCBS/Mass Bankers aHealthyMe activities and challenges.
A wellness initiative with a prize involved.
Informal activities in the office, which are well-attended and not costly.
- Employee engagement committee (planned theme days, trivia, newsletter)
- Volunteer opportunities
- Company-wide events
- Department events
We host quarterly events (e.g., Family Feud, paint night, music trivia) that are voluntary but offer food and fun. These events involve all levels (from Senior Managers to Tellers), boosting morale and encouraging team interaction.
Does your bank offer a standalone childcare benefit?
Yes (1)
Yes
No (18)
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
If yes, what is the weekly reimbursement amount for: One child / Multiple children?
30% of weekly cost, up to $25 per week per child. Maximum of 2 children.
What vendor does your bank currently use to conduct customer experience surveys?
Customer Service Profiles (CSP)
Avantis
Survey Monkey
Austin Williams (Used occasionally)
N/A
N/A
Does your bank offer Employee Resource Groups (ERGs)? If yes, please list some examples.
Yes - Employee Engagement Committee, Health/Wellness Committee
Yes - Book club, walking/hiking club, golf, pickleball.
Yes - Our bank offers Employee Resource Groups (ERGs) to foster an inclusive and supportive workplace culture. These groups meet monthly to discuss activities, educational opportunities, and ways to celebrate diversity, such as Black History Month and other cultural observances. Additionally, ERGs provide employees with access to educational materials and resources, which are regularly shared on our intranet. This platform allows employees to engage with informative content, broaden their perspectives, and participate in meaningful discussions. Through these initiatives, we aim to create a more connected and informed workplace community.
No (6)
No
No
No
No
No
Not currently.
Other - Not sure what that is, but we have an employee assistance program.
Other - Not at this time.
Does your bank offer long-term care (LTC) insurance to employees?
Yes, as an employer-paid benefit (1)
Yes, as an employer-paid benefit
Yes, as a voluntary (employee-paid) benefit (3)
Yes, as a voluntary (employee-paid) benefit
Yes, as a voluntary (employee-paid) benefit
Yes, as a voluntary (employee-paid) benefit
No (10)
No
No
No
No
No
No
No
No
No
No
If yes, which carrier(s) do you use for LTC coverage?
LTC is only offered to SVP's and the Bank pays for it.
Trustmark - We began partnering with Trustmark in 2025.
The Principal
Reliance Standard
If no, has your bank considered offering LTC coverage in the future?
Yes (1)
Yes
No (6)
No
No
No
No
No
No
Unsure (4)
Unsure
Unsure
Unsure
Unsure
Are there any vendors, speakers, or topics you would like to suggest for discussion this month or in future meetings?
Use of AI in recruiting efforts
Pay Transparency - Affirmative Action and DE&I changes under the new Administration, along with any other HR-related changes anticipated under the new Administration.
Volunteer Engagement - How do banks manage it, encourage participation, and is it required for certain positions? Also, are there any consequences for those who do not participate?

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3 comments on article "February 2025"

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Chad Pook, 2/21/2025 10:00 AM

COBRA HRA Example Follow-up:

Determining HRA rates on COBRA can be tricky. There are two methods the client can use to determine the COBRA rate:

• Past Cost Method: The employer looks at the total claims reimbursed by the HRA during a 12-month “determination period. For example, assume that employees have a $1,200 HRA plan ($100 employer contribution per month), but over the plan’s lifetime only 50% of the total benefits have been claimed and paid. In this instance, the COBRA rate is $1,200 x 50% = $600. You can add 2% to the premium for COBRA administration fees, resulting in an annual rate of $612 or a monthly premium of $51.

• Actuarial Determination Method: The actuarial method is for first time plans which require the actuary or administrator to make a reasonable estimate of the cost of providing HRA coverage (reasonable estimate of the Employer’s exposure or HRA utilization plus administrative fees).

COBRA regulations does not determine which method has to be used. When either method is used, the resulting COBRA premiums should be based on total plan cost, not on the individual HRA balance of a participant electing COBRA.

If they are unsure how to calculate the rates, I would recommend the client consult with actuary to help determine the correct calculations. HealthEquity cannot determine this for the client, even if we are their current HRA administrator. We can provide utilization numbers on the plan that can help them determine the rate, only.

As far as how the client should offer the HRA under COBRA, they need to offer it the same way they would offer an active employee. For example, if the employer’s plan design states in order to enroll in the HRA plan, you must elect the medical plan, then the same rules should apply to a COBRA member. In this scenario, if these are presented as two separate plans to the active employee, they should do the same for the COBRA member. They would want to attach a rate to the HRA plan, using one of the methods above to determine the rate. HealthEquity can set a rule that states in order to elect HRA, they must elect the medical plan as well, under COBRA.


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Chad Pook, 2/21/2025 10:03 AM

Dodie was also kind enough to send me an analysis of the recent Executive Order on “Ending Illegal Discrimination and Restoring Merit-Based Opportunity” by the American Bankers Association which I've included in the downloadable materials.


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Chad Pook, 2/21/2025 10:26 AM

Massachusetts Pay

Transparency Law Update

via

Zoom Platform

on

March 12

from

10:00 AM - 11:30 AM

The Massachusetts Bankers Association is proud to partner with Morgan, Brown & Joy, LLP to present an update on the new Massachusetts pay transparency law and other hot button employment law topics. Sign up to hear directly from Morgan, Brown & Joy, LLP about the law and its requirements, emerging guidance and how you can be prepared for this and other important legal issues.

What Will You Learn:

• Massachusetts Pay Transparency Law,

• Navigating Emerging Employment Law Issues,

• And MORE!

Who Should Attend? HR Officers, Senior Management, and anyone who manages payroll

https://www.massbankers.org/Education-Training/Event/sessionaltcd/PTLE25
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