One of the better banks...but still a little stiff - Client Service Manager KeyBank Employee Review

4.0
May 16, 2014
Recommend
CEO approval
Business Outlook

Pros

--Good colleagues --Good hours (depends on the branch if you are a manager) --Managers have some schedule flexibility --Great help line resource on the job... for any problem! Used it frequently. It was awesome. --HR was good. --Straight-forward policies

Cons

--A lot of work for managers with competing priorities, easy to get frazzled --Some executives we very inauthentic - I don't like fake. --Very corporate - missed a more heart-centered job --Sales drives were more for show. Not much really came from them.

Explore other reviews about KeyBank

5.0
Jun 3, 2026
Recommend
CEO approval
Business Outlook

Pros

Culture, opportunities, industry leading products and benefits

Cons

Internal politics and favoritism blocks talent

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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