Great history and great people that needs new leadership. - Relationship Manager KeyBank Employee Review

4.0
Oct 8, 2008
Recommend
CEO approval
Business Outlook

Pros

Broad product base with a National footprint. Amazing benefits package with an unheard of time off plan. Employee cost of benefits out of pocket was more than fair. Good future minded HR products like contributing HSA accounts. Diverse employee base with a strong sense of community pride and return.

Cons

Position in the marketplace can't compete with the Mega-Banks but has to defend market share against them. Treading water prior to economy unwinding that could also do signifcant damage to base and devalue shareholders stake. Cautious on some fronts and negligent on others.

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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