Shifting Roles for Staff

Ten years ago, there were only a few possible branch models. Today there are many more. Some banks and credit unions have traditional teller lines; others use teller pods with universal associates, while adventurous credit unions are employing personal teller machines, with the actual tellers located at a distance from where service is delivered. Each basic model can take many forms based on the credit union’s desired brand experience, product and service array, location characteristics and technology employed.

Management expectations are higher from branch staff today, as the focus is no longer on measuring transactional processes; rather it is on engagement, relationship building, and sales. It is also about orchestrating all delivery channels through the branch. Staff needs to have high levels of knowledge and communications expertise to be successful within these new branch environments. They need more training, ongoing monitoring, and honing of their skills, and they need high motivation in terms of culture, compensation, and personal growth.

The jobs being done by branch staff vary depending on target market, branch size, technology, general products/services offered, and demand for specific high value services. Following are some of the major shifts for branch staff that you may have already experienced in your shop.

Developing a new branded prototype and experience is just the first step in creating a successful new branch model. The branch must be designed to naturally cause staff and members to act in desired ways. Most importantly, staff must understand how to operate the new branch model.

Not having staff who understands how to deliver on a new branch concept can cause temporary failure. For example, $1.3 billion BlueShore Financial (a credit union) in Vancouver, British Columbia, had initial trouble with the first application of its “financial spa” model to a mall branch location with $90 million in assets and no growth over five years.

When the new branch opened across the street, it showed no growth, either. After two months the management team assessed all delivery elements and found that the branch manager and some staff did not embrace the new branch brand concept. These employees were replaced with highly motivated staff and the branch started to grow $1 million per month. Today the branch holds more than $350 million.

A great branch design will only be successful with great staff. Using this process, you can then have the first staff train and encourage each subsequent group.

We often hear clients say they cannot monitor staff performance on site at all their branches all the time. Performance reports and periodic visits are good medicine for this problem. In addition, credit unions should consider using existing security camera networks to observe the good work of their staff and tune performance based on ongoing observation.

To be successful within a new branded branch concept, staff needs to live the brand. More than just making the customer area pretty, this is about creating an environment that supports their efforts and answer questions like:

• What should be the staffing model based on the desired brand experience for members?
• What should be the staff location strategy for both high accessibility and privacy when required?
• Can PTMs deliver the best brand experience or do people need to do this live?
• Should staff be seated or standing for different functions?
• How should offices/hoteling spaces be configured to match the desired brand experience?
• How can the member and staff path be engineered for engagement?
• How can merchandising and messaging be used to help motivate and inform staff?
• How should technology be used to make interactions easier, safer, and more enjoyable?

The branch is a business tool and it is only as good as the people who operate it.

Paul Seibert, CMC, is principal, financial and retail design, for CUES Supplier member EHS, a NELSON Company, Seattle.