CUES also delivers products online where possible. CUES
has offered a compensation manual for decades, but moved to
Web-based data in recent years. The Web-based executive
compensation survey turned a profit of $213,000 in 2007. In
addition to being a profitable way to deliver the information,
the online survey provides members with an easy way to keep
their data current and the ability to compare themselves with
peers on just about any factor covered in the survey.
Finally, since credit unions rely on their member service to
differentiate themselves in a competitive marketplace, CUES
partnered to provide service training in-house for its members.
This product line produced more than $191,000 in profit last
fiscal year and is being expanded with DVDs and train-the-trainer offerings.
HIRE AND RETAIN THE BEST
CUES strives to be an employer of choice, and it works very
hard to make strong hiring decisions, build strong teams and
succession plans. Three partnerships focus on CUES human
resources and also are marketed to members for use at their
1. Applicants called to interview at CUES take a personality
assessment, allowing decision makers to gauge not only their
experience, but also their aptitude for the job. The assessments also are used as tools for building work teams and
used when supervisors plan for the future.
2. CUES partners with an expert on incentive plans to link its
strategic goals with staff incentive compensation. The better
TO BE AN
IT WORKS VERY
HARD TO MAKE
CUES’ financial performance, quality and efficiency, the better bonus each CUES staff member receives as a percentage
of salary. The plan is updated monthly so that CUES staff
can track their progress compared to the plan.
3. Benefits are undoubtedly a focus for the general public, and
CUES works to be competitive and cost-effective here. Thanks
to one of its newest partners, CUES’ benefits package was