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Member Spotlight
Los Alamos National Bank
Bill Enloe, CEO
Steve Wells, President
Member Since 1993
2000 Malcolm Baldrige National Quality Award Recipient
Contribution of 39 individual staff members served on the New Mexico Quality Awards Board of Examiners from 1993 through 2009
 5.1 Los Alamos National Bank (LANB) organizes and manages work and jobs, including skills, to promote cooperation, initiative, empowerment, innovation and our organizational culture by centering all of our work and jobs around our High Performance Model. Los Alamos National Bank’s work systems are driven by our High Performance Model Figure 1-1 by which we identify, measure, and balance the needs/expectations of our customers, employees, and investors. For example, during our mortgage loan refinancing boom in 2002-2003 and again in 2008-2009, we drew employees from other areas of the bank into the loan department to assist with the heavily increased workload. Employees were then shifted back into other areas of the bank subsequent to this peak in mortgage loan activity. This approach to our human resource needs served many purposes:
- Employee focus: Reinforced our team culture. Gave employees from other areas of the bank the opportunity to cross-train/learn about loans. Provided employees in loans the help they required. Allowed us to avoid the lay-off of employees.
- Customer focus: Delivered the excellent quality service customers expect of LANB.
- Investor focus Maintained/improved upon the efficiency with which we operate.
Our organizational culture is cemented further through employee participation in our Quality Council. Employees at all levels and all branches of the bank participate in our Quality Council meetings. Employees at these meetings review on-going projects, discuss service issues and create teams to address specific needs. We’ve found that engaging employees from across the organization to participate provides richer ideas, better results and cross-pollination of best practices.
In keeping with our core guiding value of flexibility, we utilize broad job descriptions that emphasize our team approach and break down work silos that may result from narrow job depiction. It is sometimes mentioned that the most important and rewarding part of an employee’s job description is the “other duties as assigned”. Our organizational agility has been improved with the continued cross-training of employees in various areas of their departments; these employees are then ready to step into various positions depending on staffing needs.
 Employee survey data is taken each year to measure employee loyalty, development, motivation and opportunity. Survey data is taken from the Banking Association Institute (BAI) national survey. Employee loyalty is a key piece of these results and is measured by averaging employee responses from four key questions in the BAI survey. The results from this survey show LANB’s average employee loyalty average is 89.4%. This percentage is consistently higher than our peer group averaging 12% higher over the last 5 years.
In addition to employee loyalty, we use an employee development measure the level that LANB employees are trained appropriately and have the skills they need to perform their job competently. This data is gathered from employee’s responses to the survey question “I have the training to perform my current job effectively.” In 2005, we added a new question to our market survey, asking respondents their perception of the skills of LANB staff. We averaged the scores from both the employee survey and the market survey questions to determine employee development numbers. The numbers from LANB staff and market survey respondents over three years show a 18.5% higher result than our peer group. By exercising our High Performance Model in our work and jobs the employees are able to more consistently deliver the excellent quality service LANB customers expect.
Figure 1-1 High Performance Model
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