1. We have created a truly flexible workplace.

The open-space office concept isn't just for New York design firms or Silicon Valley start-ups. At our credit union, only Human Resources and loan underwriters have a designated office, for confidentiality and security needs. Everyone else uses unassigned workspaces strategically located throughout our headquarters and branches, which we call stores.

Our open space isn't a free-for-all layout that fosters chaos. For example, our phone representatives are located in a shared area to ensure member privacy and a manageable noise level. But the majority of our employees, including marketing, IT and senior management, freely move around the office, working at stand-up desks, large tables with raised stools or comfy couches. We have a conference room and a handful of offices if privacy is a must.

We also allow employees to work in our branches for part of the day, because our headquarters is partially located in a basement, which provides very little natural light. Our branches, on the other hand, are bright and sunny, and feature colorful, modern workspaces. Not only do these spaces promote a healthier work environment, they also permit employees to more easily manage work-life balance. For example, working parents may choose to begin their day at our headquarters building and then spend the afternoon at a branch that is closer to their child's school. This allows them to more easily attend a school program or save time during school pick up.

We've also beefed up cybersecurity so employees can work from home when needed. Our virtual desktop infrastructure, which will soon move to a totally cloud-based solution which is IP-locked and geofenced, provides security to protect member data while providing the flexibility needed to maintain employee productivity when a child is sick or an employee needs to meet workers at home.

Workplace flexibility isn't merely a ploy to attract millennial employees just for the sake of lowering the average staffer age. Regardless of generation, our new culture produces employees who are empowered, self-motivated, organized and trustworthy. In turn, those qualities increase production and improve service internally and to our customers.

2. We hire for attitude, not skill set.

This idea isn't unique to CHROME; many credit unions attempt it. And yet, as we see job listings and descriptions for credit union positions, banking experience is still listed as a requirement or at least strongly desired.

Our position is this: Banking is not rocket science. It can be taught. Attitude, work ethic and honesty cannot. We don't mention banking experience at all when we recruit. Instead, we list the human qualities we're looking for and value work experience that requires those qualities. For example, a frontline employee that needs to be confident, outgoing, empathetic and can multitask could come from retail or have experience tending bar.

According to Monster.com, following are three questions hiring managers can ask during an interview that reflect attitude:

• Tell me about a time you caused an issue with your team. How did you manage it?
• Have you had any differences with your previous coworkers? If so, how did you handle them?
• Have you ever felt your skills were being overlooked? What did you do to improve the situation?

It's important to avoid direct questions about how the candidate was treated in previous jobs to avoid running afoul of legal issues. However, how the candidate handled situations with co-workers and managers can provide valuable insight into their maturity, emotional intelligence, judgment and ability to function as part of a team.

3. We don't pay incentives or set sales goals.

It's counterproductive to require employees to sell specific products or services at a required threshold if you truly seek to do what's best for your customers. It's also insulting to your customers and your employees, because ultimately, the primary motivators to meet sales goals are greed and fear.

Furthermore, after the Wells Fargo fake account scandal, the CFPB in November issued a bulletin warning financial services providers that employee incentives designed to meet sales and other goals could lead to consumer harm if not properly managed. Such language suggests the bureau is considering regulating, or at least scrutinizing, financial services sales incentives.

Instead of incentive pay, at CHROME we offer salaries that are better than competitors in our market to attract quality employees. Without the pressure of sales quotas, our employees are free to listen to our customers' needs, discuss their financial goals and recommend how CHROME can help. We believe this approach will win over our customers and promote loyalty and word-of-mouth referrals in our market.

So much has changed in the last 20 years. Baby boomers are retiring out of the workforce, members of Generation X have taken over as today's leaders and millennials aren't just entry-level workers anymore, they're also filling leadership roles. Yet, so many credit unions still operate in a structure that resembles 1997, not 2017. In addition to changes in the workplace, the financial services marketplace has changed, and along with it, expectations of consumers. It isn't just important; it's essential that credit unions not only have the right technology in place, but also the workforce to match. That's not just good for the future of credit unions, but also consumers and small businesses, which desperately need access to our products, services and capital.

Christopher George is President/CEO for CHROME FCU. He can be reached at 724-503-8744 or [email protected].