Attracting & Retaining Young Talent

Executive Summary

Credit unions looking to connect with younger members should also pay attention to the young people they employ. Many employees interviewed for this report knew little about credit unions before joining one. A welcoming hiring experience and personal connections helped draw them in, while seeing the difference their work made for members gave them a deeper connection to the mission.

Beyond meaningful work, trusted managers, opportunities to grow, flexibility, and feeling valued were recurring reasons employees stayed.

Young employees who feel supported can become one of the most credible member-acquisition channels. They can introduce peers to credit unions through referrals, campus partnerships, financial education, and their own experiences. To unlock that potential, credit unions need to invest in young employees well enough that they identify with the organization and become credible ambassadors to the next generation of members credit unions are trying to reach. If they fail, credit unions risk losing both a future workforce and a growth channel.

Credit Union Implications

• Make the mission real during hiring and onboarding. Show candidates and new employees how their roles help members, rather than assuming they already understand what a credit union is and why it is different from other employers. Personal conversations, examples of member impact, and opportunities to get involved can help employees understand why the work matters.

• Invest in the relationships that keep employees engaged. Support managers in coaching employees, setting clear expectations, and recognizing their contributions. Create opportunities for both formal mentorship and informal learning across teams.

• Make career growth easier to see. Be clear about possible next roles, the preparation they require, and what employees can work toward while waiting for an opening. Development plans, shadowing, and stretch assignments can help people keep growing even when a promotion is not immediately available.  

• Offer flexibility that fits the job, and keep pay in view. Branch employees may not expect the same arrangements as back-office staff, but flexible shifts and adjusted schedules can still make a difference. Do not assume commitment to the mission will outweigh a growing pay gap, especially when advancement also feels out of reach.  

• Bring recruiting and member outreach together. Coordinate HR and marketing around school and university partnerships that introduce students to credit unions as both employers and financial partners. Financial Plus Credit Union’s partnership with Kettering University illustrates this approach, combining campus outreach with paid work and structured development.  

• Support employee advocacy without making it an obligation. Give interested young employees’ opportunities to share their experiences, refer peers, and participate in financial education or campus outreach. Keep participation voluntary, invest in their development, and provide training and clear guidance for social content and other public communications.