Credit unions have always had a great reputation as places towork, and while turnover is cause for concern, retaining employeesis reason for elation.

In 2012, credit unions in the United States had 18,600establishments and 251,000 employees, and according to CUNA's2015-2016 Staff Salary Report, pay increases at credit unions havecontinued to build upon the momentum generated after 2010, one ofthe reason credit unions are retaining employees for decades, notmonths.

Kelly Prast first joined Catholic Federal Credit Union, a $330million credit union in Saginaw, Mich., in 1985 as ateller. She has worked there for a total of 23 years,including 10 years in different departments including accounting,loans and mortgages.

Prast said that she loves her job in her small town, even moreso because she has family members working at the credit union.

“This credit union has treated me like family and that's why Icame back to work here,” she said. “I'm pretty sure I'll be hereuntil I retire.”

According to a study by Chelle DuBois, an adjunct professor atUniversity of California Irvine, one way to retain employees is toprovide rewards for great performance, such as a dinner out or evena short vacation.

“People need to feel appreciated,” DuBois said. “Feedback is agreat tool but employees need to feel valued in a tangible way. Thereturn on this type of employee investment will far outweigh thefinancial costs of this type of recognition over the long run.”

Speaking of a long run, Tennessee Valley Federal Credit Union(TVFCU) president Blake Strickland recently retired after a 37-yearcareer at the credit union.

Strickland began as the organization's first marketing employeein 1978 and held several marketing and operational roles beforebecoming president and CEO in 1999. Under his leadership, TVFCUgrew from $289 million in assets and 66,783 members to more than$1.1 billion in assets and more than 114,000 members.

“It has been a privilege to have worked with our dedicated boardof directors and supervisory committee volunteers and to be just asmall part of this tremendous staff that takes care of our memberseach and every day,” Strickland said.

Employees who have been with a credit unionfor many years are important because they have considerableknowledge of the organization's culture, products and services.They have experienced changes within the workplace and consequentlyunderstand what works and what doesn't. In performing their dutiesday after day, they develop a strong knowledge base, which resultsin higher productivity because fewer mistakes are made.

Employee turnover costs a credit union money. Expenses vary, butthey typically include the costs for exit interviews andadministrative tasks related to termination processing, severanceor separation pay, and unemployment compensation.

Holding on to valued employees as well as taking the time tohire employees who will stay for the long term is important,especially with credit union hiring plans continuing to trendgradually upward.

Nearly 35% of credit unions – including about 55% of those withassets of $100 million or more – plan to add full-time employees in2015, according to the CUNA report.

On average, credit unions plan to add 4.1 full-time employees.The figure generally rises with asset size, reaching nearly 20anticipated new hires at credit unions with assets of $1 billion ormore.

Almost 25% of credit unions plan to add an average of 1.8part-time employees this year and fewer than 10% of credit unionsplan to reduce full- or part-time staff in 2015.

Salaries are often cited as the main reason for an employeeleaving, but it's not always about the money.

Taylor Monk, a career coach for Apple Temps in Riverside,Calif., stressed the importance of respect, communication, coachingand a work/life balance. “Of course people want to earn as much asthey can, but they also want to contribute to the organization andbe recognized for doing so,” Monk said.

Last month Tony Costa, a financial control specialist,celebrated his 40^th anniversary in the accountingdepartment at the $1 billion Hanscom Federal Credit Union inBoston.

“In 1975, I had just graduated and was looking for work. Theunemployment rate was really high then, about 10%, so I felt luckyto get the job, and I'm still here,” Costa said. “I just keptshowing up. I never wanted to let anyone down.”

Back at Catholic CU, respect and recognition are something Byron“Spike” Weber receives on a daily basis.

Weber, Prast's father, decided to join his daughter at thecredit union after he retired from a career in the auto industry.Weber said that his last 12 years as the maintenance coordinator atthe credit union have been even more enjoyable than the job heworked at for more than 30 years. His job description includeskeeping the company vehicles maintained, fixing broken officeequipment, assembling toys for the marketing department and takingcare of homes repossessed through foreclosures

“I had no idea my retirement job would keep me so busy,” Webersaid. “Who knew I would work at a credit union well into my70s?”