Company heading into the wrong direction - Financial Crimes Investigator KeyBank Employee Review

2.0
Jul 29, 2025
Recommend
CEO approval
Business Outlook

Pros

Good benefits, 401k match, direct management is fine

Cons

Senior management and higher do not know how to read the room. We are drowning in due dates being last minute constantly and all they seem to care about is RTO that’s pointless when we don’t even need to interact much with each other, plus everyone lives in multiple different areas. For them wanting us to RTO so badly, they don’t care about us losing out on salary with the cost of traveling and still give terrible raises that aren’t even equal to cost of living and losing out each year due to that with being behind in raises constantly. Getting promoted is near impossible since there is too much competition and when you ask for additional work you get ignored to try to get that criteria to move up. Also, CRO seems more interested in his investments over the wellbeing of employees

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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