A Stressed Company In Transition - Relationship Manager KeyBank Employee Review

3.0
Nov 19, 2010
Recommend
CEO approval
Business Outlook

Pros

Competitive base salary Decent benefits with good 401k match and vacation time Historically a company that put the needs of the customer first and supported their employees (prior to the financial crisis)

Cons

Poor incentive plan. 2009 they did not pay any loan production incentive to their loan officers no matter how much was produced. There is no incentive for other lines of business to refer you business and the computer system is slow and offers no real value in prospecting. You will be prospecting for 90+ percent of your business by yourself. The retail platform is not competitive with larger institutions and there is little walk in business both for teller as well as banker transactions. The company will change focuses, underwriting, and employee treatment regularily and is managed with a very short term focus. The management is under constant pressure because of poor company performance and they will quickly change what product they would like you to push and are quick to move to a performanance plan including termination.

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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