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S P R I N G 2 0 2 6 / W O R K F O R M E 7 versity, University of Maine and the Maine Community College System. Internships are a good foot in the door and often lead to a job offer. Some candidates have come through the co-op pro- gram at Northeastern University, which places students in jobs for a semester-long internship. The bank has a great demand for entry-level employees who can perform well in customer service roles — as a teller, in a call center or in the company's payroll division. Bangor Savings offers train- ing programs, leadership devel- opment courses, teller programs and job shadowing. The bank's position is it can teach you the technical skills, the specifics of how to be a banker. At a given time, the bank has roughly 140 people in teller posi- tions. Last year, 18 of those were promoted or moved into a non- branch job. Six tellers went into management training. For those in an assistant teller job, "that's your path up," Mont- gomery-Rice says. "Young people want guidance and development. They want a job, but they also want a future." The recruiting process in- volves the job candidate. But the other vested parties are the college that prepared that can- didate and the manager that is looking to hire the prospective employee. "You get the investment [from different parties]. The colleges are promoting [the bank] be- cause the colleges want to look good in their placements," Mont- gomery-Rice says. "When the [bank] managers get invested, that's good too. There's nothing worse than an open job." Bar Harbor Bank & Trust encourages 'stretch' goals "This is a topic I'm really passion- ate about," says Marion Columbo, chief retail officer at Bar Harbor Bank & Trust. "Young people want to prog- ress quickly," she says. "Many ex- ecs started that way," as a teller. But it's important that they understand the process and the steps involved. Bar Harbor Bank & Trust has a significant reach, with assets of $4.1 billion and more than 60 branches in Maine, New Hamp- shire and Vermont. She recommends to young peo- ple that they focus on their growth and ways to develop their skills. That can mean taking on addi- tional projects or responsibilities, getting active in committees or initiatives, signing up for training. The bank offers a structured framework and clear paths to move up. But it takes initiative. A manager may recognize skills in a junior employee but it's good for a junior employee to ask a manager about next steps. f i n a n c i a l s e r v i c e s Young people want guidance and development. They want a job, but they also want a future. — Bob Montgomery-Rice C O N T I N U E D O N F O L LO W I N G PAG E » Explore career opportunities at mainecreditunions.org/careers Start a Career That Makes a Difference. Maine's credit unions help people buy their first homes, start businesses, save for the future, and strengthen the communities we call home. Behind those moments are passionate professionals building careers in finance, technology, marketing, lending, and member service. Credit unions across Maine offer opportunities to learn new skills, grow your career, and make a real impact—while helping local communities thrive. Build your future with Maine's Credit Unions.