The Saga of a Bank’s HR Manager

Susan is a human resources manager for a small midwestern bank. She was tired, worried, distressed, frustrated, disgusted, and burnt out.

Tired of promoting technical staff to management positions and then having to spend hours hand holding them as they tried to learn how to manage- hours she needed for her other responsibilities. Worried that they might make an inappropriate decision that would lead to a grievance or litigation.

Distressed by upset employees threatening to quit because their managers micromanaged and then held them accountable for meeting performance expectations that were beyond their control.

Frustrated by having to refill positions because certain managers didn’t know how to keep their employees happy and productive. Particularly tired of seeing high performers leave the bank because their managers kept piling more and more work on them and they were burnt out.

Disgusted by being a member of a management team that protected their turf, competed against each other, and refused to assist new managers.

Burnt out from having to work late and on weekends to get her other tasks accomplished. Upset that she had to disappoint her children because she missed some of their sports events and music recitals. Distressed that her poor husband had to handle so much of the chauffeuring, grocery shopping, and meal preparations. It wasn’t fair to them, and it wasn’t fair to her.

The situation was intolerable, and Susan was close to resigning. Something had to be done!

So, she was relieved when she learned about the peer learning groups promoted by The Peer Learning Institute. Her bank managers would have to work together to share their knowledge and expertise as they learned how to handle current shared management challenges.

As a result of monthly sessions that promoted collaboration and just-in-time skill-building, her office is no longer besieged by crying employees and bewildered managers.

The new managers have learned how to assign and delegate work without burning out their high performers, set clear performance expectations, monitor performance without micromanaging, give constructive coaching feedback, and maintain a positive and supportive work environment. They no longer need to corner Susan for advice on a daily basis.

Their employees feel they are treated fairly, have a reasonable workload, and are appreciated for the work they do. They are no longer anxious or interested in quitting. So, Susan’s handling considerably fewer employee complaints and turnover.

There is a much better work environment, which makes it easier for Susan to recruit potential employees.

She is now a member of a management team that willingly collaborates and shares information, recognizing they share the same goals. They are all much easier to work with.

Finally, Susan is no longer stressed by her workload. Her weekends are her own now. She can leave the office with a free conscience and give all her attention to her family. She even has time to relax and do the things she enjoys doing.


If you are experiencing some of Susan’s issues and would like to learn more about how peer learning groups can help your financial institution, contact Deborah Laurel at 608-219-3594.

#humanresourcechallenges #managementdevelopment #peerlearninggroups #humanresourcemanagers

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