A poor excuse for a company - Teller KeyBank Employee Review

1.0
Dec 29, 2012
Recommend
CEO approval
Business Outlook

Pros

You get paid holidays off.

Cons

KeyBanks business practices are questionable at best. Refunds are issued without question to those with multiple large accounts, but people with smaller accounts are given much less leeway with refunding fees, and these are the people least likely to be able to afford to pay them. Upon being hired, the Whitten Road branch failed to tell new employees that there would be nights they would be required to drive back into the branch to cold call people to try and boost sales. You were looked down on if you couldn't make it back in (whether it be because you had another job, or for family reasons, it did not matter). Unless you meet KeyBanks unrealistically high sales goals, there is zero chance of getting a raise. If you live by yourself, it is virtually impossible to make a living off of the hours KeyBank provides to tellers. Our branch was only allowed to have ONE full time teller, and that was the head teller. All others had a maximum of 30 hours a week, even when more hours were requested.

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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