Credit unions looking to improve employee retention and maximize the recruitment of quality candidates will find several takeaways from this research:

Time your recruitment periods wisely. When the recruitment pool is large, credit unions should either be more selective or choose to recruit during times when employment pools are smaller.
Recruitment practices for rural credit unions should differ from those of urban areas. Credit unions located in rural, low-population zones could have better recruitment when using low-involvement recruiting practices that could have a broader geographical reach than high-involvement recruiting practices.
Alternatively, credit unions located in highly-populated urban areas face stronger competition for employees. In this case, the organization's reputation is the key predictor of applicant quality. Strategic communications designed to boost reputation improve recruitment outcomes. It's also helpful to optimally communicate the benefits offered at the organization, such as loan repayment, as that also increases the size and quality of applicant pools.
Most importantly, credit unions can glean valuable information from tracking their own HR data, such as turnover rates for specific groups within their organization, or common traits among high performers. This data can provide meaningful insights suggestive of possible larger issues or opportunities within the organization.

Credit unions have the opportunity to use data gathered from their employees and candidates to learn how the organization has performed over time; these benchmarks will prove valuable when forming strategies to improve employee selection and retention.

Instant Insights /

What's Hidden in Your Data? Exploring Better Attraction & Retention Strategies

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