banker

teller

software engineer

sales representative

senior software engineer

M&T Bank

I am a CSA and let me start off by saying that when you interview for this job they will explain (if at all) that this job has LIGHT sales. They do not mention anything about sales goals, sales meetings, sales activities, or anything like that. They are sneaky right off the bat. First, after you get hired, you have to attend orientation for about 1 1/2 weeks, give or take a few days. On the first day of orientation they make you watch this video filled with employee's stating what an "amazing" and "great" company People's United Bank is to work for. I would love to know where these employees are working, because it's no branch that I've been in. Anyways, so you go through your training and not once do they ever mention one word about sales or sales goals. After you complete training you then go to your branch that you were hired at and they give you about 1 or 2 days before you are by yourself. Still, nothing mentioned about sales goals. After about a month or so, you will get called into your manager or sales manager's office and then that's where the real fun begins. They will give you these goals that you absolutely need to meet. Which are checking accounts, business accounts, LTI (long-term investments), life insurance or business services. When I first got all of these goals thrown in my face I had no idea what to say, because personally, I can't stand sales and I said to myself "wow, if they would've just explained to me that I was basically hired to be a sales person I would've never taken the job". But of course they keep that from you in the hopes that they will be able to intimidate you into being a sales person. If customer's already have a checking account your manager will suggest for you to ask them to open up a 2nd checking account. why? why would you really need a 2nd checking account? oh yes! to meet our branch goals. not for the benefit of the customer (even though they will make up little dumb reasons to try and make you think you are helping the customer when you're really just making a sale). One quarter it was very slow so we did not meet our impossible sales goals, so our manager decided to give the branch a nice gift and wrote everybody up for not meeting our goals. How sad is that? This company will literally do anything they can to get one measly $25 checking account. They constantly say 'we need to pick up the pace." I mean, what? Pick up the pace? You can't force people to open up accounts. Then, depending on your branch, you will have meetings every single Monday to talk about sales. If you have not met your sales goals for the week they will most definitely call you out in front of all the other managers and all of the co-workers to embarrass you, and trust me, it's not a good feeling to be put on the spot and basically laughed at. At the end of the year, after you go through all of this hell, you end up "maybe" getting a $100 bonus. Is it really worth all of the stress and corporate immorality? No, it's not. The managers will ALWAYS find a way to blame the poor sales results on the employee no matter what. Aside from sales, there is a CSM (customer-service-manager) this person is usually in charge of several branches and decides how we treat the customers. Their newest rule is that we cannot say "NO PROBLEM" to the customer. Am I joking? No. Branches literally have over 7 signs all over the break-room and inside doors that say "NO PROBLEM" with an "X" through it. How degrading is that? It's childish and absurd. The managers are also notorious for only acting like managers when the "higher-ups" visit the branch. This company is really not what they seem, they will do anything possible to brainwash you into thinking that you are doing right by the customer, when in reality all they care about is meeting their goals, no matter what the cost is. They also claim that you can move up in this bank and that anything is possible, yeah that's true, if you have 45 years to waste to move up 3 positions.

A typical day at M&T consisted of a variety of tasks. My day usually starts with opening the Trust Vault with a member of a different department. When requested, I pull securities from the vault for delivery or audit the Vault. After the vault is open, I begin with checking our systems to see if any outstanding mutual funds have settled and contacting account officers as to any changes or problems that could arise in this process (i.e. Mutual Fund Rejections, etc). After that, I check ACAT reports to see the status of any current account transfers; contact administrators as to credit cash coming in, debit cash going out, transfers rejecting, and timing issues. After the morning work, I usually perform a self-audit to ensure I haven’t missed any settling mutual funds or ACAT requests by comparing my work to what is on our systems. After that, I process our daily work; free receipts, deliveries, transfers, collateral swaps, and any new ACAT requests or mutual fund delivery requests, while routinely checking reports to see if any of the securities I am working with have physically come into the bank or have left the bank. At the end of the day, I close the vault with a member of another team and receive securities into the fault. Occasionally, we audit the entire vault to ensure accuracy in our shadow systems so that what we hold in the vault is reflected on SEI (our shadow system). Lastly, I audit all of our team's daily work and record all transaction's into our daily stats.

I have learned a great deal about this industry in the short amount of time here. Trust Services, in particular, are a complicated and extremely regulated part of a bank. I learned a great deal about procedures, legal issues, and auditing, in addition to learning how to efficiently multi-task (as most of our daily work is time sensitive to as many as 6 cutoff times), work independently and work with others while all trying to accomplish the same goal.

As far as management is concerned, I can honestly say that my supervisor and manager were second to none. I could talk to them about anything and they were very appreciative and receptive when I contributed new ideas to the group, many of which are now in practice. If I ever had a problem with anything, I was never intimidated to approach them. Any question I had that they couldn’t answer, they would immediately find out who knew the answer and would inform me promptly. They were always the first to recognize any of my achievements and make me feel great about working here.

My co-workers were the same story. They are all great people. We have a great time in the office and I never dread a day of coming in. We do a lot together and push each other. One of the people I work with has become an extremely close friend of mine and we play golf, hockey and do many other things outside of work.

The hardest part about my job is something that has come into play recently. We are going through a merger right now and because it is not an acquisition, we have to integrate all of our processing. This means adapting to the way that the other company has traditionally processed items, sometimes completely different from ours, as well as special processing clients, which makes it a bit tough because you don't have a specific set of processing procedures; each account requires something different.

The best part of my job is the people I work with and the environment I work in. While not the most technologically advanced, anything you want is just a request or phone call away. You are never treated like what you need to do your job better is absurd. You are treated like your opinion means just as much as the CEO's.

●	8 years of Information Technology development experience on Database Design and Development in SQL server 2012/2008R2/2008/2005/2000 system in OLTP and OLAP environment in various industries like Finance, Insurance and Health Care.
●	A motivated, highly organized individual and enthusiastic team player with excellent communication, analytical and problem solving skills.   
●	Has in-depth knowledge of Transact-SQL (Data Definition Language, Data Manipulation language)    
●	Creates tables, views, user defined functions, cursors, derived tables, common table expressions (CTEs) and Triggers to facilitate efficient data manipulation and data consistency    
●	Dealt extensively with Relational Database Management Systems, including E/R Diagrams, Normalization, Constraints, Querying, Joins, Keys, Data Import/Export
●	Wrote sub-query, correlated sub-query, complex Stored Procedures and ad-hoc TSQL statements
●	Encapsulated Ad-hoc TSQL statements into Store Procedures for Optimization    
●	Wrote ad-hoc queries utilizing Dynamic SQL and SQLCMD command line utility    
●	Created and maintained Cluster Index and Non Cluster Index    
●	Implemented ETL Packages using DTS and SSIS 2012/2008R2/2008/2005/2000, creating SSIS,DTS packages for large data transfers between MS-SQL Servers and automating using SQL jobs    
●	Implemented all transformations available on the SSIS toolbox.
●	Created master and child packages, package configurations and logging
●	Used variables and expressions in packages
●	Extracted, transformed, and loaded data (ETL) between Homogenous and Heterogeneous System using SQL tools (SSIS, DTS, Bulk Insert, BCP, and XML)    
●	Created Jobs, Alerts, SQL Mail Agent, and schedule DTS/SSIS Packages    
●	Generated reports using MS Reporting Services 2012/2008R2/2008/2005/2000
●	Configured report server and report manager scheduling, gave permissions to different level of users in SQL Server Reporting Services (SSRS)    
●	Generated on-demand and scheduled reports for business analysis or management decisions using SQL Server Reporting Services    
●	Possesses excellent technical and analytical skills with a clear understanding of data architecture, metadata, design goals of ER modeling for OLTP and dimension modeling for OLAP    
●	Designed, created and processes cubes using SSAS    
●	Calculated measures and dimension members using multi-dimensional expression (MDX), mathematical formulas, and user-defined functions    
●	Designed aggregations and pre-calculates using SSAS.
●	Created groups and measures, KPIs    
●	Scheduled and deployed reports, and uploaded files to a report server catalog from the report manager    
●	Designed and implemented relational database model as per business needs    
●	Analyzed, designed, developed, tested and implemented systems following the SDLC

Beware to anyone considering working here...especially if you're outside the organization and have never been in a "Bank" environment. The culture is horrible...especially in the building I was in. The majority of people were non-social and made you feel uncomfortable by their unfriendliness and they distanced themselves from you. There's no fraternization, no camaraderie with other coworkers....just a constant "CYA" atmosphere where everyone is afraid to offend the next person and if you do, beware!  If you don't fit in or conform...watch out!  

The work environment's most common statement is, "The Bank" says do this or "The Bank" says do that and it's very similar to the Wizard of Oz whereby everyone has to listen without any voice or opinion!! You'll never have your ideas or suggestions heard as "The Bank" has their own way of doing things and if you don't like it, either keep your mouth shut or find another job. 

The management I was subjected to was awful and never provided any guidance as a new employee to get acclimated to "The Bank" ways and the unwritten rules of how to work with the numerous departments that we had to deal with. Speaking of....it's insane how many people are involved with the simplest things all because of the CYA environment that exists there. The waste of time, energy and effort is unbelievable all because of "The Bank's" culture. 

The management (which are all VP's) only cares to "look" good in their supervisors eyes and could care less about anything else...especially the people that work under them. They will fabricate and exaggerate reports all to satisfy the folks in Buffalo. During a week long stay in the hospital, my supervisor never called or visited to see how I was doing and never asked how I was once I returned. She only had one thing on her mind...get projects done so SHE could look good. That spoke volumes about her character and that is when I knew I made a mistake going to M&T. 

I will say that at the Branch level the people there were more friendly and outgoing and perhaps it's because they have more "people skills" unlike the "institutionalized zombies" in the corporate offices. 

To anyone considering employment at M&T....just be careful for what "think" what you're getting into. It's NOT AT ALL what they tell you it will be.

I cannot speak for other markets, but the Westchester/ Rockland market needs work. The turnover rate is too high because outside hiring is encouraged more than hiring from within; and even when they do hire from within, it is usually based on favoritism and not who really deserves it. There are unnecessary meetings and conferences held weekly by upper management, claiming that it is to "help" branches attain their goals, when really it is only a waste of time. The goals themselves are unrealistic, as they do not seem to coincide with demographics. How am I supposed to sell a certain amount of credit cards or loans of any kind to an area that is not particularly affluent? This company has no financial advisors that are bilingual in an area that is 90% Hispanic, and then hold YOU directly accountable for not reaching branch goals.
Not to mention the technology is incredibly outdated, and that makes selling this bank even more difficult. Customers prefer a faster, more efficient way to do their banking these days. Meanwhile, almost all of these ATMs still require ENVELOPES for a simple deposit and even CASH deposits are not made available immediately.
Also, because of the increased in-store approach to banking, "bankers hours" are a thing of the past. Be prepared to work 9am-7pm shifts consecutively (especially if you're short staffed, which is ALWAYS in this market), and still only have a 30 min break. In-stores are also allowed to have only ONE employee running the entire branch if you're an "Advantage Center" because of the money counting machine available in certain branches. While transactions are handled more quickly, it inhibits actual customer interaction. I cannot cross sell as efficiently or better help a customer with a serious issue, all because I am left alone... all because the company deems this acceptable.
They're making it more obvious that WE are expendable, and it is only a matter of time until we are, and all of banking will be done solely online.
Your branch coworkers will be the highlight of your days while working here, and that's about it.

Be forewarned !!!
Taking a opportunity with People's United Bank will be more of a punishment than a career path.
The organization does not invest in their "people" with training and development. Everything you learn will be on the job, and your skill set will no longer be applicable to anything outside of retail banking. And to be clear, their retail banking system is from the stone age. You will be learning how to bank with systems and methods that are 10-20 years behind competitors. People's has not made any major investments in technology at their branch locations or technology advancements such as Apps for their customers. They have a repeat strategy year over year, with failing track records.
 
As a branch manager at People's United Bank be ready for a hectic seven day work week with 10+ hour workdays. Several challenges in your role responsibilities such as: untrained staff with no skill set and lack of resources to get them up to speed. Unattainable sales goals which you are accountable and underdeveloped co-managers (if you are lucky enough to have one at your branch). Also, be ready for broken promises from leadership with no transparency.
 
For customers of the bank, please know that you should anticipate a very broken service process. What would normally take 3-5 business days at any other bank, will take up to one month to complete at Peoples. Take your money elsewhere! Unless of course, you'd like to open a low paying CD account so that the bank can lend it out at a much higher rate to the same customer base.
 
 
Recommendation to People's: INVEST in your PEOPLE! STOP hiring big wings that cannot push for innovative change throughout the organization. Perhaps that will help with the retention of talent at your local branches.  INCREASE your pay rates for branch level employees so that you can actually compete with your competitors. Good talent is hard to come by and People's has not yet realized that (oh wait... that is still downloading).

-A typical day at work involves taking care of immediate sales goals, while preparing pipeline for the future. Maintaining customer issues, and engaging with current and prospective clientelle. Conformance issues are a priority in a banking environment. Conference call involement and meeting ever-changing and exceeding expectations.
-Knowledge of banking products, state and federal laws, and an expanded knowledge of exceptional customer service and increasing sales initiative.
-Micro-managing increasing and making lower level management irrelevant. Good for immediate profit increase, but creating a destabalization of evenly distributed and strong management. Very formatted managerial training (may be the result of redundant jobs in upper-management increasing expectation). This creates very blueprint new managerial staff which leads to a disruption in sales environment.
-Co-workers are well-hired and have created a healthy environment of in-branch competitiveness, as well as, supportive and consistent in-branch training.
-The hardest part of the job is meeting expected and constantly increasing goals which leads to every in-branch bonus (team incentive, not individual). There is no curve, bonuses are paid out on a black and white system. This leads to in-branch shaming and disdain. There are many scheduling expectations, which make it near impossible to send out staff members to necessary training (short staffed, and constant staffing needs). This leads to hourly employees commuting for 6 day weeks with very rare two day weekends.
-The most enjoyable part of the job is the learning experience and challenges faced on a daily basis. There is a strong appreciation for your clientelle and there is a great fulfillment in knowing that you can provide a good product and help someone, while building a relationship. Banks often take advantage of the consumer, but it's nice to know you can minimalize this and provide a service that otherwise would be overlooked.

Compensation is below market for the workload and level of responsibility expected. For many years, remote flexibility helped offset the lower pay and made the role sustainable. However, with increased return-to-office expectations, that balance has shifted significantly, and the compensation no longer aligns with job demands.

Advancement is not necessarily limited by performance, but by geography and organizational structure. Many growth opportunities exist within departments that are centralized in specific office locations. If you are located elsewhere and not willing or able to relocate, your career mobility becomes extremely restricted regardless of experience, performance, or tenure.

Promotions within departments are also difficult to obtain, even when employees are already performing higher-level responsibilities, training others, or taking on additional workload beyond their formal role. This creates a situation where expectations increase, but title and compensation do not consistently follow.

Leadership communication around policy changes, particularly return-to-office expectations, has felt inconsistent and has negatively impacted morale. Long-tenured remote employees who have demonstrated strong productivity are now facing reduced flexibility without meaningful adjustments to compensation or career pathways.

Overall, the role provides valuable experience, but long-term growth can feel limited due to location-based advancement barriers, high workload expectations, and compensation that does not keep pace with responsibilities or inflation. With the shift away from remote flexibility, work-life balance has also declined significantly, removing one of the primary factors that previously made the role sustainable. The position has increasingly become high demand with limited upward mobility and reduced flexibility, making it difficult to justify long-term employment.

I rarely leave negative reviews, but I feel it's important to share my experience because I watched many new hires go through the exact same situation.

The company appears to hire large training classes on a regular basis, but the onboarding process felt rushed, disorganized, and ultimately inadequate. After only a short training period, many of us were placed on the phones handling highly emotional and often frustrated customers without feeling fully prepared for the role.

The expectations were extremely difficult to balance. We were expected to de-escalate upset customers, meet daily sales goals by recommending additional products, and keep calls within very specific time metrics—all while ensuring conversations lasted a minimum length. Instead of focusing on resolving customers' concerns naturally, it often felt like we were trying to satisfy conflicting performance metrics.

The workplace culture was equally challenging. Every minute of the workday was closely monitored, and even stepping away to use the restroom required multiple approvals. Rather than feeling trusted or supported, employees often felt they were being watched constantly. It created an atmosphere of anxiety where many people worried daily that their jobs were at risk.

What concerned me most was the turnover. During my time there, I saw many new employees either quit or be let go within a short period. The company seemed to respond by hiring another large training class instead of addressing the underlying issues with training, staffing, and management. Meanwhile, many of these new hires had turned down other opportunities or made significant life decisions to accept these positions.

This organization would benefit greatly from investing in more comprehensive training, realistic performance expectations, better staffing levels, and a management approach that emphasizes coaching over constant pressure. 

The one year I spent at M&T was eye-opening. Prior to that I had only worked in retail customer service for four years and I was not even remotely prepared for the drastic shift in work culture.

The training at M&T was comprehensive and thorough. However maintaining the job required skills I had never developed, such as time management, public relations, and self-motivation. Working retail, you learn quickly how best to simply get through the day until you can go home. In banking, however, you need to develop initiative, and an eye for detail. 

My coworkers were welcoming and supportive and patient with me, and management went out of their way to give me opportunities to succeed. A typical day involved a morning of processing large overnight deposits from local businesses, leading into a day of assisting customers, verifying accounts, and checking forms for inaccuracies or problems.

I was let go after making a series of costly mistakes, such as leaving money in my drawer when I left for the weekend, processing a check which was out of date, serious blunders made by someone who wasn't prepared or suited for a job that required active engagement with the work. 

For someone who does have those skills, I can't recommend M&T bank highly enough. The only real downside is that after I was hired the bank switched to an HSA for their health insurance, a decision of which I strongly disapprove, and which may be an understandable deal breaker for someone in need of reliable and comprehensive health care.

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