Pros
Intentional consideration given to support military personnel and veteran 'customers' for near 100 years. Similar to active military environments employees are provided with social amenities to improve work-life balance. And salaries are consistent with other financial institutions across the US.
Cons
What the Pros don't say - the general employee sentiment is the company leadership has intentionally established and nurtured a two tier class employment culture over the past 100 years that drives workplace fatigue and other cultural norms for those considered in the "have-no voice class". The amenities are put in place to distract employees from solving for the broader company grievances as they help to shift the focus of conversation (similar to a parent - child discussion when the parent no longer wants ..or is equipped to resolve the child's inquiry to a suitable degree) and/or prevent problem resolutions from uniformly being achieved. And, similar to the military officer to non-commissioned officer pay, overall compensation is highly imbalanced between those making decisions vs those having no voice in the decision making process (and Executive Directors, AVPs, & VPs are not always included in the former class) as inequity was the intent from the company's inception. This is exemplified in the military's structure to this day. Beyond the stated cultural norms the Cons are as follows - The company ignores regulatory compliance's intentionally and this translates to high attrition or the shuffling of employees across the organization that perpetuates the continuous "we didn't know this was occurring" operating model. Executive leaders lack the business and leadership acumen to lead employees to achieve success and this translates to onboarding middle managers and low level managers that also lack the skills based knowledge and emotional intelligence to position employees to successfully meet business objectives. Finally, although extensive onboarding is provided to immerse employees in the association's mission to military personnel the organization as a whole has no employee training & development programs for either individual contributors or managers and because of this there is no such thing as succession planning, corporate culture development, DE&I, or cradle to grave consideration given to developing internal talent. This is a direct contributing factor for why so many managers cycle in and out of the company within 2 to 3 year timeframes that come from the financial services arena.