Unreasonably aggressive and hostile leadership. - Teller Hancock Whitney Bank Employee Review

Supportive HR; strong C-Suite; work-life balance

Several marketing department leadership changes led to disjointed goals, strategy, direction. Not many opportunities for growth because leadership has changed so much.

There are capable employees across the organization who genuinely want to improve how the bank operates. Many people are committed, hardworking, and willing to lead meaningful change if given the opportunity and support.

Hiring and promotion practices remain outdated and repetitive. The same types of people are continuously hired and promoted, reinforcing the same broken processes, groupthink, and internal politics. Internal promotions are especially discouraging, as advancement often favors familiarity over capability. Real talent is overlooked. Don't feel very inclusive here. You just exist to do a lot of busywork. There are employees who are fully capable of leading transformation, but executives and management appear disconnected from reality and blind to real opportunities. HR lacks strategic direction and does not seem equipped to support modern talent needs. This new quarterly performance review is unrealistic when you don't have growth goals that are supported. The organization continues to rely on a 30 to 40 year banking mindset in a rapidly evolving industry. Compared to peers, the bank is already behind and falling further back. Back office teams are under resourced and understaffed, leading to performative work, constant busywork, and little real impact. Changes are poorly communicated and often feel improvised, which creates frustration, confusion, and unnecessary stress.