A good job, not a career - Teller KeyBank Employee Review

4.0
Dec 2, 2012
Recommend
CEO approval
Business Outlook

Pros

Typically a positive atmosphere Ideas like PGPs seeking to help your career in or our of Key Accessible management Decent pay, alright benefits More casual attire than other banks Fewer fees to explain than other banks Most casual audit I've ever experienced

Cons

Antiquated technology No such thing as full-time anymore. True of most banks, but even their "full-time" position is 34 or 37.5 hours. Also, if you're working extra to cover staffing shortfalls, God help you if you approach or exceed 40 hours. You will feel pressure from eight directions at once to falsify your timecard to bring you under 40. Frequently changing campaigns and plans Many promises with minimal follow through Talk about promoting from within, but on a much slower timeline than is discussed at hiring Often catty, backbiting, and heavily favoring (welcome back to high school) Staffing model which should streamline and optimize the client experience, but only under ideal circumstances. Most branches are habitually understaffed, leaving glaring gaps and a perpetually frantic feeling.

Explore other reviews about KeyBank

5.0
Jun 26, 2026
Recommend
CEO approval
Business Outlook

Pros

Work life balance and flexibility

Cons

High turnover ratio for employees

3.0
Jul 20, 2026
Recommend
CEO approval
Business Outlook

Pros

Generous PTO allowance; Get to build relationships with local customers. Can be a great company to work for so long as you are not in the Eastern PA region. Key Bank's acquisition of First Niagara Bank (FNB) in Eastern PA left a void in regards to lack of consistency in executing Key Bank company culture and leadership in the acquired Eastern PA region, which functioned as a hybrid of Key Bank's culture & processes, as well as old FNB culture & processes.

Cons

Forced to spend too much time focusing on checking account openings, credit card applications, and work on the teller line. Management expects you to focus more on getting a client to a certain wellness score as a metric versus being given the time to perform an in-depth financial planing analysis for each client. Getting clients to discuss their investment portfolio outside the bank takes time and relationship building. Management expects you to push products and advice in such a way that you are performing immediately to the role's metrics versus being given the time to build relationships, which not only takes time, but typically has very large rewards by way of significant investment & insurance business. Management exprects an SLRM to put way more focus on the branch's banking needs and doesn't probvide the time and proper resources needed to acquire & properly service investment clients. Branch management encourages predatory behavior among the floor sales team instead of working with a team approach. Referrals from tellers and Personal Bankers are highly depended on how competitive the branch environment is versus a "There's no 'I' in team" approach.

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