The Revolving Door at Key Bank - Engineer II KeyBank Employee Review

1.0
Jan 4, 2014
Recommend
CEO approval
Business Outlook

Pros

Compensation is ok. The availability and technology provided to work remotely is widely available and performs well. There are a wide variety of positions available at any one time. There are plenty of perk type benefits available. There are a lot of opportunities to volunteer in your community, if that's your thing.

Cons

Positions both open and filled get cancelled and terminated with no notice due to "efficiency and optimization." Basically, no one is safe. And that's the corporate culture at Key these days. The Health Benefits are complicated and costly. All of the fringe benefits budgets and energy were cancelled and used to augment health care programs, they would be free. Key seems to have no sense of direction other than struggling to catch up to the industry. There is a severe disconnect today with upper management. Seeing the way they treat even veteran employees, I would never work for this company again.

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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