Brass Tacks Do Not Work Here - Data & Business Intelligence Lead Associate KeyBank Employee Review

1.0
Feb 19, 2025
Recommend
CEO approval
Business Outlook

Pros

Very few but Holiday Schedule is good and PTO is good.

Cons

They lie about the work schedule in your interview (30% of the year you can not take PTO). They lie about the pay range for jobs to get you in the door at a lower rate. They lie about flexibility in the schedule that you will work. They lie about working weekends. Just lies on top of lies. You can not start a strong relationship built on lies. Be upfront and be transparent with your workers. Do not lie to prospects then micromanage the employee and then threaten them with a PIP to see how much you can get out of them before you fire them. Just look at how many upvotes bad reviews get on here it is a systemic and encouraged management practice at Key to lie and try to take advantage of the worker. This is one company that you do not want to be apart of. Stay away.

Explore other reviews about KeyBank

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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