ShoreBank

“People want to do well and work for an employer they can be proud of. We give them access to tools to succeed.” -- Anne Arvia, President and CEO

In 2001, ShoreBank adopted a comprehensive Human Capital Strategic Plan that is both responsive to the employees’ individual development needs and directly linked to the Bank’s corporate strategy. “The commitment for us is in ‘enlightened self-interest,’” said Bob Nash, ShoreBank’s Vice Chairman. “. . . We must let our people know the corporation is interested in their learning and development.”

ShoreBank’s employee development system is driven by clearly defined organizational goals and measures for recruitment, development, performance, retention, diversity, and compensation benefits. It includes many components like customized on-site training, generous tuition benefits, career and education counseling, and internal career fairs that offer the employees the opportunity to learn about other departments and jobs at ShoreBank.

ShoreBank’s leadership knows that sustaining a supportive employee learning environment means more than offering benefits and programs. As a result, they created a learning system that offers a variety of ways for their employees to build their skills and knowledge and access development opportunities. For example, the bank offers flexible time for their employees, like the bank tellers, who are able to attend classes, workshops, or other training-related programs by having a group of “floaters” step in and cover their responsibilities while they’re away. ShoreBank’s emphasis on employee development demonstrates their commitment to creating an interactive, positive learning and development workplace culture.

Click here to view full case study. The information presented here was assembled in 2004. This does not necessarily represent the current status of ShoreBank.