consumer banking leadership development program

Second is Amazon's 'Retail Leadership Development Program'. AB InBev and Deutsche Bank as having the best leadership development internships. Associate Principal, Leadership Development Additionally, leverage your cover letter to elaborate on any projects or experiences that can transfer to. The Retail Banking traineeship enables you to develop your career in many different directions. Leadership skills and content-driven training. consumer banking leadership development program

You’ll explore our various team and get to learn and build your knowledge of what really drives our Retail business.

As a Retail Banking International Graduate, you’ll enjoy the broadest possible exposure to our key businesses. This could mean working within our digital team to determine our future client experience or within our customer experience area, looking at what drives client satisfaction. You could work within our product and services teams to understand and develop new client propositions or even within our risk and controls management areas.

You’ll be fully supported to fulfill your potential, follow your passions with our specialist teams where you can:

  • Manage and contribute to a revenue generating business
  • Lead client campaign and profitability analysis
  • Manage key strategic projects that impact different channels, segments and regions
  • Contribute to the design and development of global client acquisition programmes
  • Contribute to the development of Client Value Propositions
  • Initiate, coordinate, monitor and deliver projects
  • Develop, deploy and measure new marketing campaigns

In Retail Bank, you’ll learn the importance of cross bank collaboration, to deliver projects consumer banking leadership development program programmes.


Coauthors Val Srinivas, Jill Gregorie, Richa Wadhwani, Samia Hazuria, Abhinav Chauhan, Rob Bradley and contributing analyst Shivalik Srivastav wish to thank the following Deloitte client services professionals for their insights and contributions:

Zach Aron, principal, Deloitte Consulting LLP

Scott Baret, partner, Deloitte & Touche LLP

Robert Contri, principal, Global Financial Services Industry leader, Deloitte Services LP

Peter Firth, managing director, Deloitte Touche Tohmatsu

Rob Galaski, vice chair & managing partner, Financial Services, Deloitte Canada

Sylvia Gentzsch, senior manager, Deloitte GmbH

Edna Kamara, managing director, Deloitte Services LP

Howard Kaplan, partner, Deloitte & Touche LLP

Jean-Francois Lagasse, managing partner & Financial Services industry leader, Deloitte Switzerland

Taryn Mason, senior consultant, Deloitte Canada

David Myers, partner, Deloitte Touche Tohmatsu

Raman Rai, partner, Deloitte Canada

Michael Tang, partner and head, global digital transformation for Financial Services, Deloitte Canada

Neil Tomlinson, partner, Deloitte MCS Limited

Aaron Turenshine, partner, Deloitte Tax LLP


Daniel Bachman, US economic forecaster, Deloitte Services LP


Susan Hogan, senior manager, Deloitte Services LP

Margaret Painter, principal, Deloitte Consulting LLP Customer and marketing

Ryan Alderman, principal, Deloitte Consulting LLP

Gina Primeaux, principal, Deloitte & Touche LLP

Jonathan Valenti, principal, Deloitte Consulting LLP


Gys Hyman, principal, Deloitte Consulting LLP

David Jarvis, senior manager, Deloitte Services LP

Diana Kearns-Manolatos, senior manager, Deloitte Services LP

Jeff Loucks, managing director, Deloitte Services LP

David Schatsky, managing director, Deloitte LLP

Chris Thomas, principal, Deloitte Consulting LLP


Bradley Niedzielski, partner, Deloitte & Touche LLP

Risk and Compliance

Alex Brady, principal, Deloitte & Touche LLP

Thomas Nicolosi, principal, Deloitte & Touche LLP

Bob Walley, principal, Deloitte & Touche LLP

Cyber Risk and Financial Crime

Julie Bernard, principal, Deloitte & Touche LLP

Mark Nicholson, principal, Deloitte & Touche LLP

Michael Shepard, principal, Deloitte DTBA

Sir Rob Wainwright, partner, Deloitte Risk Advisory BV

Fintechs and Bigtechs

Irena Gecas-McCarthy, principal, Deloitte & Touche LLP

Monica Lalani, principal, Deloitte & Touche LLP

Richard Rosenthal, principal, Deloitte & Touche LLP


Maximiliano Bercum, principal, Deloitte Consulting LLP

Liz Fennessey, principal, Deloitte Consulting LLP

Corey Goldblum, principal, Deloitte DTBA

Matt Hutton, partner, Deloitte & Touche LLP

Jason Langan, partner, Deloitte & Touche LLP

Nadia Orawski, principal, Deloitte Consulting LLP Sustainable Finance

Ricardo Martinez, principal, Deloitte & Touche LLP

Kristen Sullivan, partner, Deloitte & Touche LLP

Hans-Juergen Walter, partner, Deloitte Consulting GmbH

Digital Assets

Linda Pawczuk, principal, Deloitte Consulting LLP

Richard Walker, principal, Deloitte Consulting LLP

Cover image by: Willy Sions



You're the brains behind our work.
You're ready to bring your knowledge from the classroom to the boardroom and Citi wants to help you get there. Whether it's honing your skills or building your network, we know that success can't come without growth. Our programs equip you with the knowledge and training you need to play a valuable role on your team and establish a long-term career here. At Citi, we value internal mobility and career growth is not a question of if; but when. Citi is looking for Analysts to join the Global Consumer Bank (GCB) full time program. Nearly half of GCB's revenue is created outside of North America and growth efforts are strategically focused on the top 100 U.S. cities as well as emerging markets and where our target client segments are thriving.
Your time here will reasons why i love you quotes for him something like this.
The Full Time Consumer Banking Analyst Program is dedicated to giving future business leaders a complete view of Citi's Consumer Banking business. Through rotations and career development planning, Associates can expect to finish the program with deep expertise in Consumer Banking as well as operational intricacies of Citi.
Rotations could be within these business areas:
* Retail Banking
* Consumer Lending
* Cards
* Digital Banking
* Data Analytics
* Marketing
* Sales and Distribution
* Operations & Technology
* Risk Management
* Compliance
* Finance

You will also build skills in:
* Strategic Thinking
* Leadership
* Teamwork
* Sales and Marketing
We provide you with the knowledge and skills you need to succeed.
We provide you with the knowledge and skills you need to succeed. We're committed to teaching you the ropes. The Full Time Consumer Banking Td ameritrade bank near me Program trains and cultivates key players in today's changing economic environment. You can look forward to a structured 24 month program comprising development-focused rotations, continuous skills training, dedicated mentorship, and access to regional best practices. Developing your career in our program will enable you to grow quickly into positions of responsibility and help you to contra costa health plan prior authorization form your professional ambitions. The full time program typically commences with intensive training that will provide essential skills knowledge as well as a comprehensive orientation to Citi's culture. After initial training, participants will rotate across business areas to gain a comprehensive understanding of Citi.
We want to hear from you if.
You are in your final year of an undergraduate or Master's degree in any discipline at a top academic institution. consumer banking leadership development program
Who we think will be a great fit.
Extensive work experience is not a requirement, but dedication to learning and a true passion for the business are vital. As industries all over the globe continue to restructure and grow, we are hiring individuals who have a global perspective on the future of banking and want to make an impact on the corporate level. We value diversity and so do you.
We'll also be looking for the following:
* Commitment to personal growth and career development; a strong desire to learn; and success in team environments
* Knowledge of the global or domestic business landscape (preferred, but not required)
* Genuine interest in Consumer Banking with a strong initiative to constantly learn and apply what they have acquired onto their work
* Strong communication, planning, and organizational skills
* Analytical and quantitative skills
* Desire to develop a evan moor corp worksheets answer key understanding of the financial industry
* Unquestioned commitment to integrity and ethical decision-making

Apply Now

  • Join our team
    of 200,000+
    strong diverse employees

  • Socially minded employees volunteering in communities across 90 countries

  • Meaningful career opportunities thanks to a physical presence in over 98 markets

We foster a culture that embraces all individuals and encourages diverse perspectives, where you can make an impact and grow your career. At Citi, we value colleagues that demonstrate high professional standards, a strong sense of integrity and generosity, intellectual curiosity, and rigor. We recognize the importance of owning your career, with the commitment that if you do, we promise to meet you more than half way.

Why Citi?

We’re always on the lookout for great talent. At Citi, learning and self-development is integral to our culture and you can expect to continue to be challenged every day – it’s how we make progress. We take a hands-on learning approach to support your growth and learning.

  • Experience

    You’ll learn everyday by doing client work, analysis and other challenging assignments. Get on-the-job practice and feedback from Citi experts as you hone your skills alongside your peers.

  • Exposure

    You’ll have honest, open interactions with leaders of all levels and focus across our company. From networking events to work shadowing, you will have meaningful conversations and experiences at Citi.

  • Education

    You’ll also have access to our suite of functional courses and eLearning modules to ensure you have the knowledge you need for success. And when you’re ready, we have a whole host of leadership programs and coaching awaiting you.

  • Volunteerism

    You’ll also do more than just be a great partner to our clients. You’ll have the opportunity to give back and make a positive impact where we live and work through volunteerism.

Innovation Through Diversity

Join Our Talent Community

Opportunities for students and graduates change throughout the year. If you’d like to be notified about new opportunities, join our Talent Community by choosing your region and completing the form.

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eurac - European Academy for Executive Education

Are global leaders born, or are they culti­vated?

Hiring ready-made global leaders is one of the greatest chal­lenges facing any talent acqui­si­tion team. In some ways, it can feel like you’re searching for a unicorn; you’re looking for a very specific combi­na­tion of skills that create a leader, who is both gener­alist and special­ized. In addi­tion to this, you’re also looking for someone who is able to move seam­lessly between cultures and make a vision rele­vant to people who inter­nalize the message and the mission of the orga­ni­za­tion in a huge variety of ways.

Most managers fall into just one of the afore­men­tioned cate­gories. Some leaders are excel­lent at having an overview of the busi­ness oper­a­tions but lack the specialist knowl­edge required to build and carry out a vision. Alter­na­tively, some leaders have a very specialist knowl­edge base that applies to a very specific niche, and instead lack the overall knowl­edge that enables them to balance lots of different demands and make deci­sions that benefit the whole orga­ni­za­tion. This creates the first major chal­lenge. 

The second chal­lenge is finding cultur­ally intel­li­gent leaders in a global market that is pushing for work­forces to become more local­ized and closer to target markets. This gives future global leaders fewer oppor­tu­ni­ties to gain expe­ri­ence in settings outside of their native culture.

In the face of this conun­drum, one solu­tion is to culti­vate these kinds of lead­er­ship skills in-house. With this method, orga­ni­za­tions have the capacity to create the leaders they need to take the vision forward.

One orga­ni­za­tion that hit the ground running with this, was Citibank. In this article, we’re diving deep into Citibank India’s case study of how they mastered global lead­er­ship devel­op­ment early on — and had to rethink their strategy decades later, when Gen Y appeared on the map.


An Intro­duc­tion to Citibank

Started in the banking streets of New York in 1812, Citibank has built a legacy that spans centuries. Gener­a­tions of people have worked within its walls as the company has expanded glob­ally into the banking hearts of 160 coun­tries world­wide. Their services span consumer banking, corpo­rate consumer banking leadership development program, invest­ments and wealth manage­ment with annual revenues reaching the billions.

While Citibank is known for its finan­cial prowess, the real trea­sure is the culture that has gener­ated global leaders who have gone on to be movers and shakers within the banking industry and beyond.

Citibank attrib­utes its success to the internal culture that has been collec­tively built over the years. An atmos­phere of collab­o­ra­tion, meri­toc­racy and a drive to inno­vate, has given Citibank a unique edge in the industry. Their repu­ta­tion for being able to produce leaders estab­lished them not just as inno­va­tors in the finan­cial field, but also as forward-thinkers in the arena of training and devel­op­ment.

Against this back­drop, we take the time to look at how Citibank India achieved a world-class lead­er­ship devel­op­ment program. It’ll also be good to see how their approach to talent culti­va­tion and reten­tion stands in a global envi­ron­ment where a new gener­a­tion is redefining the employ­ment market.

Citibank India: The Global Lead­er­ship Super­star

Citibank India invested millions upon millions in devel­oping a compre­hen­sive global lead­er­ship devel­op­ment frame­work. It was common knowl­edge across the whole of the banking sector that Citibank India’s training was second to none. For employees fortu­nate and talented enough to hold a Citibank staff card, it was like a stamp of approval that they were some of the best in the banking arena.

In the golden age of Citibank India’s lead­er­ship devel­op­ment program, the company would go into India’s top acad­emic insti­tu­tions and hand­pick the brightest talent. The aim was to cata­pult these young, excited grad­u­ates into banking super­stardom. 

Every­body in India knew that an oppor­tu­nity to work at the bank was one of the most bril­liant oppor­tu­ni­ties that could happen to any busi­ness grad­uate. So much so, in fact, that Citibank recruiters were able to choose students from the top univer­si­ties in India before any other compa­nies could. An acco­lade in itself.

The Citibank lead­er­ship frame­work pulled together the three E’s; “Educa­tion, Expo­sure and Expe­ri­ence”. Grad­u­ates that entered the program were expected to bring their own tenacity, drive, and ambi­tion to this equa­tion in order to build a successful career. The grad­u­ates were ulti­mately in consumer banking leadership development program of how high and how fast they wanted to ascend the ranks of the orga­ni­za­tion, with oppor­tu­ni­ties to progress presented every couple of years, if not sooner.

Employees would have the oppor­tu­nity to work across depart­ments in different roles. To stretch them even further, Citibank actively created oppor­tu­ni­ties for employees to work within different geograph­ical contexts and come into contact with a huge variety of people. This approach stretched Citibank’s young leaders in both a personal and profes­sional sense. Their manage­ment styles became more rounded and universal, which further primed them for high-level lead­er­ship roles.

Citibank India believed in placing their grad­u­ates into roles that were between 10 and 20% bigger than their current work capacity. That gap was the space that encour­aged Citibank grad­u­ates to step outside of their comfort is land o lakes american cheese bad for you into the growth that would shape them into world-class leaders.

To help support the fledg­ling leaders further, a buddy system was put into place. All grad­u­ates could be mentored by colleagues that had completed the training program ahead of them or by managers higher up in the orga­ni­za­tion. Program partic­i­pants also had the benefit of having formal and informal rela­tion­ships with each other, which solid­i­fied that feeling of belonging even further. 

Grad­u­ates had excel­lent training, ample oppor­tu­ni­ties to grow both person­ally and profes­sion­ally, and now there was a really strong support network to add to the trilogy. These friend­ships continued for years after the program was completed. The rich­ness that these internal rela­tion­ships added to the lives of the employees at Citibank India, created a family atmos­phere where every­body worked hard and supported one another. This culture was contin­u­ally perpet­u­ated to each new intake of young leaders.

It was this that made Citibank’s Lead­er­ship Devel­op­ment Program one of the most progres­sive of its time.

The Changing Global Land­scape: Gen Y

Fast forward to where we are today in a new time where tech­nology has irre­versibly changed the face of the banking sector. Citibank India’s HR team and top-level managers are starting to find that the industry is changing and the expec­ta­tions of employees are also changing.

This change consumer banking leadership development program the industry saw the rise of hedge funds, private equity firms, and consul­tan­cies. All of these smaller orga­ni­za­tions were now in direct compe­ti­tion for high-quality talent. It created an employees market; grad­u­ates had turned the tables. They were no longer justi­fying them­selves to employers. Employers like Citibank and others had to adopt a mentality of pitching them­selves to their next cohort.

The Gen‑Y contin­gent (people born in the ’80s and ’90s) were hopping into the job market and shaking tradi­tion to the core. They valued different things like sustain­ability and feeling appre­ci­ated, and being able to make an impact as quickly as possible. Employers who were unable to deliver on those things quickly found them­selves slip­ping down the pecking order.

The resulting chal­lenge was to find a way to retain that talent long enough for Citibank India to get the benefit of the exten­sive invest­ment they had made. With this new gener­a­tion, they were eager to jump into projects where they could see the impact they were making. They didn’t want to wait two to three years doing a job in a depart­ment they had no interest in, so they were leaving Citibank for roles that offered faster progres­sion and oppor­tu­ni­ties to engage with projects aligned with their own belief systems. 

Lead­er­ship Devel­op­ment at Citibank India Today

Today, with training budgets down and a new gener­a­tion of talent placing demands on employers to do more than pay a salary, Citibank India finds that compe­ti­tion for the young leaders of the future is stiff. There are verizon internet pay bill players in the industry offering compet­i­tive pack­ages that appeal to their need to feel like they’re making an impact now. As a result, loyalty is in short supply free working credit cards with money 2017 turnover increases. In response to that, Citibank India has expanded training for managers that have been hired into mid-level posi­tions from external compa­nies. By formal­izing training for mid-level manage­ment roles, they’ve created more entry points for talented employees to enter the orga­ni­za­tion and make their mark.

Despite this, Citibank India has ongoing chal­lenges. How will the lead­er­ship pipeline fare in a fast-paced world where the work­force is no longer as steady as it was? How do they prepare leaders when the chances for employees to work cross-cultur­ally is limited now as the trend to hire locally becomes more preva­lent?

Citibank’s ‘Pyramid Lead­er­ship Pipeline’

For many years, Citibank’s Lead­er­ship Pipeline reflected their commit­ment to training leaders from the ground up. Partic­i­pants in the program started their journey by learning how to manage them­selves. Once they’d completed that stage, they would move into roles that involved them managing others.

Both of those stages are grouped as being program driven. The belief here is that Citibank ensures a basic level of lead­er­ship training that gives their grad­u­ates the tools that they need to be able to manage them­selves and other people success­fully.

The next 3 stages of the pyramid are to become a ‘manager of managers’, exec­u­tive leaders and CEOs, which Citibank believes to be stages that are controlled by the indi­vidual. In short, beyond the basic manager level, Citibank employees are the masters of their manage­ment destinies and must take the initia­tive to seek out the neces­sary knowl­edge required to move to the higher levels of the pyramid, should they so choose.

The 4 Pros of Citibank’s ‘Pyramid Lead­er­ship Pipeline’

Every program has its pros and cons; that includes Citibank’s Pyramid Lead­er­ship Pipeline. Let’s have a look at the consumer banking leadership development program main bene­fits first, to see how they’re doing it right.

1. The Defined Struc­ture

What is really commend­able about Citibank, is that they take lead­er­ship training really seri­ously. They aren’t simply leaving it to chance that the top performers will auto­mat­i­cally make them­selves known and become global leaders without any targeted help. The defined struc­ture details what training will be deliv­ered at each stage of the pyramid showing that the program is resourced and care­fully curated to build lead­er­ship skills into the employees at Citibank.

2. A Clear Path of Progres­sion

The pyramid is a clear repre­sen­ta­tion to Citibank employees that the sky is the limit. Citibank’s commit­ment to a meri­to­cratic culture affects every single level of their orga­ni­za­tion. By setting out a clear roadmap of progres­sion, they have the struc­ture to keep their leaders moti­vated to keep making use of those oppor­tu­ni­ties to develop. It’s a visual repre­sen­ta­tion that if you really want to reach the top of the orga­ni­za­tion, you actu­ally can. It’s easy to under­stand and it’s trans­parent; no glass ceil­ings here.

3. Mentor­ship

As soon as the manage­ment of others appears in the process, mentor­ship is avail­able for those employees as they progress. This is really valu­able because global lead­er­ship is learned less in the class­room and more on the job. Having an expe­ri­enced mentor to guide you through all the chal­lenges of manage­ment is defi­nitely a bril­liant addi­tion to this lead­er­ship program.

4. Plenty of On-The-Job Learning

One of the major advan­tages of this program is the amount of prac­tical expo­sure Citibank’s employees get to situ­a­tions that are going to develop them into great leaders. Looking at case studies will only get you so far.

The 2 Chal­lenges of the Pyramid Lead­er­ship Pipeline

No lead­er­ship program is perfect, and Citibank finds that their pipeline poses the following two specific chal­lenges.

1. Only One Point of Entry

The chal­lenge with the Pyramid Lead­er­ship model is that there only seems to be one point of entry for lead­er­ship devel­op­ment — which is at the bottom of the pyramid. The struc­ture of the training program becomes more fluid as you continue to progress through the different stages. However, with work­force habits changing signif­i­cantly, it is likely that Citibank will need to recruit expe­ri­enced managers at mid-levels of the pyramid to fill the gaps in the pipeline.

Those hires could benefit from having a bit more struc­ture, similar to that put forward for the partic­i­pants who enter at the bottom of the pyramid. This would give those future leaders the oppor­tu­nity to embed into the culture of Citibank while devel­oping the skills needed for a demanding global lead­er­ship role.

For employees who enter the pyramid higher up, the devel­op­ment is largely self-led which could lead to prob­lems later on down the line. Mentoring sessions can help the managers to accli­ma­tize, but they certainly cannot replace a struc­tured onboarding that helps new managers navi­gate within an estab­lished culture.

2. The Reliance on Mobility

Citibank’s model is built on the premise that managers on the program will get the oppor­tu­nity to move to different geograph­ical loca­tions to get the neces­sary skills to operate in different cultural contexts. However, they admit that those open­ings are now few as the demand for local­ized work­forces has increased expo­nen­tially. 

The chal­lenge now is finding out different ways Citibank can create this level of value without the facility of being able to move their managers around. The current model does not have an answer for this conun­drum at consumer banking leadership development program A Little Change

The Citibank global lead­er­ship program still has strength in the fact that it has been estab­lished over many years and across different gener­a­tions of leaders. It still has plenty to offer an aspiring global leader, but it needs to become more flex­ible and more adapt­able. Are there tech­nolo­gies that can create oppor­tu­ni­ties to work cross-cultur­ally without the need to cross phys­ical borders? 

Down­load our eBook “Achieving Global Excel­lence” for Free

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How can employees entering above the grass­roots level, get the same amount of training as those that started at the begin­ning of the pipeline? It may be the case that Citibank tran­si­tion their resources to focus on managers that enter into the orga­ni­za­tion later on with a bit more expe­ri­ence and give them the intense coaching that takes them further into their global lead­er­ship career.

Ulti­mately it is commend­able that Citibank has been culti­vating global leaders for many years. With some small changes, the lead­er­ship program has the capacity to become cutting edge once again.

If you work for a company in a similar boat and you’re looking for some advice on how to regain the edge in training global leaders, get in touch to find out how we can build a custom program just for you. If you’re a self-starting global leader looking to be equipped to handle even the most chal­lenging global envi­ron­ments, then have a look at the eurac program to see if we can help.

For more case studies, and discus­sions around all things global lead­er­ship, don’t forget to sign up for our weekly newsletter! 


Consumer Banking Leadership Development Program

We’re developing the next generation of leaders.

At Citizens Bank, you have a unique opportunity to jumpstart your career through hands-on, impactful projects, comprehensive training and development, and exposure to executive leadership, paving the way for a robust career at our company

The Consumer Banking Leadership Development Program (CBLDP) is a critical program within the Consumer Bank for cultivating talented, young professionals who aspire to be future leaders. As part of this program, you’ll be asked to be part of something larger than yourself and participate on a journey to help customers reach their potential. This deep level of customer centricity feeds every aspect of our business from developing strategies, how we market our brand, development of products (such as savings, student loans, investments), to the advancement of our channel compassion com (Mobile, Online, ATM, Branch, and Contact Center). This is an exciting time to join the Consumer Bank as we strive to provide the most simple and personal banking experience, gain customers’ trust, and become their bank consumer banking leadership development program choice for financial products, services, and advice.

NOTE: THIS FULL-TIME PROGRAM BEGINS IN EARLY JUNE 2020. This program is based in Dedham, MA with some business rotations based in Canton, MA; Westwood, MA; Providence, RI; East Providence, RI; Johnston, RI or other potential locations.

In this one-year program, you will have the opportunity to gain a strong understanding of Consumer Banking at Citizens Bank. You’ll begin by completing 4-weeks of on-boarding and training, followed by a rotation in our Operations department. During this time, we will match you with a CBLDP alumni Mentor who will help guide you through the duration of the program.

Then, you’ll continue to gain relevant experience by completing 3-month rotations in four of the following businesses: Business Banking, Citizens Access, Deposits & Lending, Digital Banking, Digital Investment Solutions, Distribution, Marketing & Strategy, or Risk. During your business rotations, you could be working on:

  • Analyzing numbers to include in our next Board of Directors presentation
  • Designing the look and feel of our new retail branch locations
  • Examining competitor and industry trends for our credit card portfolio
  • Partnering with our external FinTech partners for our robo-advisor update
  • Improving go-to-market strategies for our small business banking direct sales channels
  • Creating and implementing a micro-learning training program
  • Conducting user experience research and informing UX measurement strategies
  • Optimizing digital and online forms to increase sales of our products
  • Synthesizing quantitative data to provide insights on key capabilities for target segments
  • Filming colleagues for internal campaign videos

As an Associate in this program, you’ll also concurrently participate in our Early Career Development Programming (ECDP) – a robust, 4-month program designed to give our new early career colleagues a strong foundation of Citizens Bank. Through the ECDP, you’ll experience:

  • 2-day Orientation in downtown Boston with all bank-wide development program colleagues
  • Professional development workshops (such as Agile Methodologies or Presence & Presentation)
  • Networking opportunities with senior leadership
  • Dedicated community service activities
  • Customer and client site visits
  • Building your professional network through exposure to other internal recent grads
  • Strategic Challenge where you’ll work in small, cross-functional teams to solve for an organizational problem and present your recommendations to a panel of executives

Near the end of the program, you’ll participate in a matching process and be placed in a full-time role within the Consumer Bank. Past graduates of the CBLDP have been placed in the following roles:

  • Business Analyst (Deposits & Lending)
  • Merchandising Manager (Marketing & Strategy)
  • Product Adp atm near me no fee Consultant (Deposits & Lending)
  • Product Strategy Consultant (Citizens Access)
  • Project Manager, Sales Development (Distribution)
  • Project Manager, Student Lending (Deposits & Lending)
  • Social Media Community Manager (Digital Banking)
  • Strategy Consultant (Marketing & Strategy)
  • Strategy Consultant (Distribution)
  • UX Researcher (Digital Banking)

Further, you’ll be eligible to join the CBLDP Alumni Advisory Board, which offers continuing engagement through learning & development opportunities, volunteer activities, and social events. You may also have the opportunity to partner closely with the Program Management team on recruiting, interviewing, and program planning and design.


To overcome these challenges retail banks must access the full potential of their service professionals. This group is uniquely positioned to render a dimensional picture of the customer’s needs. This capability outpaces the flat reading of customer needs through fintech data that is “context-blind.” Retail banking professionals are privy to the customer’s concerns, needs, and interests. They have a read on the customer’s tone and emotions. Effective retail banking professionals use this detail to discover unexpected value for customers.

Richardson Sales Performance’s Enhanced Service for Retail Banking program prepares professionals to deliver on these capabilities by:

  • Executing customer service that rises to the level of a competitive advantage.
  • Shifting their mindset to view sales to add additional value to the customer.
  • Positioning additional services and products as part of the solution.

Richardson Sales Performance’s customization process means that our training addresses the real world, ground level challenges seen in retail banking today.


5 Tips for Launching a Second Career

The pandemic has left many people recalibrating their career choices. Americans quit 4.4 million jobs in September—a record. Some are burned-out while others want more purposeful work. Whatever their reasons may be, many employees are looking at transitioning into a second career, experts jobs in russellville ar part time. There might be some initial hiccups in finding a new line of work, but it isn’t impossible. “If you’re leveraging the skill sets that you have into something different, it can work really well,” says Brendan Gallagher, a consultant in Korn Ferry’s Nonprofit and Higher Education practice.

Here are some consumer banking leadership development program tips to get started:

Go soul searching.

Before jumping into a second career, you should spend some time on self-reflection. Being intentional and developing clarity about what motivates and energizes you, as well as the area in which you want to work, should be the first step you take, says Lemise Dajani, associate principal for leadership development at Korn Ferry. It’s a crucial thing that often gets overlooked, she says. “Create that north star, that vision of what you’re looking for,” she says, “and use that as an anchor for anything else that you do.”

Network with everyone.

Like all career-related matters, networking is key. Talk to your current peers, managers, coaches, and recruiters, experts say. “Have conversations with your colleagues, both internally and externally, to get the wheels turning on what you want to do,” says Gallagher. If you’re switching to a new field or industry, conduct informational interviews to learn more about the required skill sets and the types of roles and challenges you might face, says Dajani. If you’re making a big transition, it’s important to know what you’re stepping into and be prepared for the challenges.

Research and upskill.

Research companies and jobs online to better understand what you’re looking for, says Dajani. If it’s a different industry, you might not be familiar with the market leaders or the best companies in the space and it’s essential to gain knowledge about those things, she says. Experts also suggest upskilling by taking certain courses or certifications that might make you a more desirable candidate. “Upskilling yourself in the technicalities of the market you’re trying to get into is definitely one way of showing your interest in the field,” says David Power, a principal at Korn Ferry’s Global Fintech, Payments, and Crypto practice. Upskilling is also a great way to network, as you’ll meet people from the industry in your courses, Power says.

Revamp your resume.

You can format your resume to align with your intended new position or industry. Create two to three versions of your resume based on the broader areas you might be interested in, says Gallagher. “You always want to curate your resume based on the position or industry you’re going to,” he says. Highlight your existing skills that may be applicable in the new industry and job as well. Additionally, leverage your cover letter to elaborate on any projects or experiences that can transfer to your new field of work, says Gallagher.

Position your brand.

Think about how you can sell yourself. You need to rebrand yourself and tell a story that promotes areas relevant to your switch, says Dajani. “Talk about yourself differently and connect the dots for people because it may not be obvious,” she says. Identify transferable skills, be adaptable, and position yourself as someone who can fill an existing gap, says Power. If you’re a senior executive, he adds, you can get involved in boards and find companies in emerging industries that are scaling: “Typically, they’ll need people who’ve had long careers with bigger, more established companies to advise them.”


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