The CUNA HR & Organizational Development Council's Award Program recognizes and honors credit unions that exemplify excellence in the human resources and training disciplines and serves to promote credit union philosophies through people leadership.
The distinction is reserved exclusively for the credit union HR & Organizational Development elite. Those who in all aspects of their chosen profession, consistently excel for the benefit of their credit union, uphold the standards of the HR & Organizational Development professional ethics and contribute to the credit union movement.
2017 Award Recipients
Best of Show
Best of Show: Rivermark Community Credit Union, Beaverton, Ore., for their Aspiring Leaders Program. With a focus on their employee engagement survey and an overall turnover rate approaching 20%, the team at Rivermark created their Aspiring Leaders Program. Employees were craving growth opportunities in their organization. They set out to help employees develop and utilize leadership skills within their current roles. Participants in the program gained hands on experience in communication, strategic planning, team collaboration, presentation skills and project management. The program provided the building blocks needed to expand leadership presence in current roles and gain readiness for future positions. The program helped increase the confidence and visibility of the participants. They collaborated with teams they would have otherwise rarely engaged with and networked with managers and executives. They have seen a 10% reduction in turnover and was named one of Oregon’s top 100 workplaces. Half of the participants were ultimately promoted to management positions. At Rivermark, they recognize and cultivate leadership at every level. Every Rivermark employees is called to Lead.
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Employee Engagement (Assets Less than $499M): Universal 1 Credit Union, Dayton, Ohio, for their U1 Value Integration & Change Management. The leadership team at Universal 1 made the decision to integrate U1 values through the entire employee life cycle. These changes were managed through organizational partnerships and transparent communication. With the focus on incorporating the U1 Values the team made the following key changes; structured behavioral interview packets, hiring manager training, competency descriptions for U1 Values, U1 values were added to the onboarding process and engagement survey, career workbooks and one on ones replacing performance reviews. The value integration was implemented in four stages and the reception was received as a positive change for all U1 employees. U1 has seen great successes from the change they incorporated including a 31% decrease in turnover. The value integration was successful based on the cross-functional leadership team’s important role of change agents in the organization.
Employee Engagement (Assets $500M-$1B): University of Michigan Credit Union, Ann Arbor, Mich., for their UMCU Orientation and Onboarding Program. Over the last several years, UMCU has undergone a very positive culture shift. With newly developed purpose and core values defined, the team jumped in and developed a creative orientation and onboarding experience that focuses on their enhanced culture and creates excitement to join the team at UMCU. The newly designed orientation and onboarding program includes a mailed welcome kit, rookie training camp guide, an engaging and informative atmosphere for learning, logo wear, a tablet and job specific learning developed by the talent team and their manager. The results can be felt throughout the organization. New team members have a better understanding of UMCU’s culture and approach toward service. They leave orientation excited and ready to begin their new position.
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Employee Engagement (Assets More than $1B): MSU Federal Credit Union, East Lansing, Mich., for MSUFCU Involved. The employees of MSU FCU are dedicated to the community that they live and work in. They embrace the core value of giving back to the community and strive to make their community a better place. MSU FCU offers various committees and programs to help their employees be engaged in their community. Hiring individuals whose core values and goals align with those of the credit union has become an integral key to having an highly engaged team. Employee engagement and their loyalty to do right by their members and community have attributed to the increase in employee engagement and decrease in turnover. A few of the programs that the credit union has focused on is a charity committee, the CU Involved Committee which was formed to develop and lead a consistent process for volunteering, a Volunteer Time Off program, Volunteer of the Year award and a pay it forward campaign. They will continue to better the communities where they live and work and can’t wait to see how their employees will contribute and how many more lives they will touch.
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Innovative Staff Development
Innovative Staff Development (Assets $500M - $1B): Ardent Credit Union, Philadelphia, Pa., for their Ardent MBA Cohort. With the increasing challenge of finding ways to engage employees and keep them on a path of continual learning and professional growth, Ardent introduced a MBA Cohort program at their credit union. The team partnered with Holy Family University to provide an onsite accelerated MBA program that would challenge their employees and meet the credit unions financial objectives. The course work was based on the following disciplines: Accounting, Finance, HR, leadership, Ethics, Case Study Management and a Capstone inclusive of all six core disciplines. Additionally, there were electives to choose from including operations, sales, policies and media. The program required each student to commit to 20 hours per week of class time, outside reading and writing, and case study analyses. After 21 months, Ardent had a total of 8 MBA graduates who have been promoted with varying levels through the organization. There was an investment in this program, but well worth it to continue to build bench strength within the credit union. This program is one of the many unique programs and incentives that Ardent offers.
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Innovative Staff Development (Assets More than $1B): OnPoint Community Credit Union, Portland, Ore., for their SOAR Leadership Program. A core value at OnPoint Community is being Passionate about their employees and ensuring they are equipped for success. They have a strong commitment to continually invest in employee development. In 2016, with a large focus on their existing talent pool of assistant managers, supervisors and team leads, the team created the SOAR Program. Strengths, Opportunities, Aspirations and Results are the core elements for the new program. The quarterly conference includes building and enhancing relationship, developing and honing critical leadership skills and expanding the level of general business acumen. Each quarterly conference is centered on a different theme and was designed to be as interactive as possible. They have incorporated teaching, leadership panels, videos, subject matter experts, experiential learning and games, and robust group problem solving discussions into each day’s agenda. There have been 9 leaders promoted to roles with higher levels of responsibility, overall employee turnover has significantly decreased and they have seen an increase in their employee engagement survey.
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Management Practices (Assets $500M-$1B): Ardent Credit Union, Philadelphia, Pa., for their Ardent Wellness Program. Ardent decided to kick off and start a proactive approach to promoting wellness throughout their entire organization. They wanted to encourage employees to take responsibility for their wellbeing and embrace lifestyle changes that could help them achieve better health. The outcome was to create a well-defined and cohesive Wellness program that rewarded those behaviors. From the beginning, there were fun and exciting challenges, team challenges, sponsored events, humorous communication and Prizes. The focus was on whole wellbeing and included a financial wellness program. The program was very well received by Ardent’s employees where 75% earned the necessary points to achieve the wellness credit for 2017. Additionally, 535 lbs. have been lost and they have seen a 25% decrease in smoking. Ardent was named a Philadelphia Healthiest Company by SmartCEO Magazine. 2016 was the 1st year and they are expanding and continuing their success in 2017!
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