Solid company, but still a bank - Anonymous employee KeyBank Employee Review

3.0
Oct 13, 2015
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Decent culture during my tenure there, was able to move around from job to job and different lines of business as I wanted to. Benefits were always pretty good for a bank.

Cons

Still a bank culture, usuall filled with folks who were just kind of "there". Not a lot of young folks, not a ton of energy, at least for me. Last manager would lose temper frequently; tended to use the stick instead of the carrot when it comes to managing people, which I didn't respond to well.

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5.0
Jul 21, 2026
Recommend
CEO approval
Business Outlook

Pros

Great job and benefits, remote flexibility was once a major draw

Cons

Technology group is somewhat lacking, leadership could be better

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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