Staffing Roles and Responsibilities - Based on the goals of your organization, each branch office associate position is reviewed in regard to title, role, responsibility, authorities, compensation, and its integration with alternative channels. The purpose here is to clearly define each associate’s role rather than to document the number of positions required at each branch office.
Network and Responsibilities - We consider not only the associate’s roles and responsibilities within the branch office but the branch’s roles and responsibilities within the network. Geographic and demographic criteria can be used for classification of branches. For example, common classifications are urban vs. rural or hub and spoke. By understanding the roles and responsibilities, you can then clarify and define the required back office support to meet your stated service delivery expectations.
Lines of Business Integration - Partner lines of business are reviewed and determinations are made as to the optimal integration into the branch office network to maximize sales and customer service.
2. Sales and Service Education
Sales Standards - Existing sales tools and educational materials are reviewed and compared to the sales philosophy of the organization. The best practice of highly focused sales organizations is to utilize a “needs based” sales culture. The existing situation is compared to the optimum future state, and a training program recommendation is crafted. The sales education program incorporates syllabus content, scheduling, and training delivery options. This is customized to the needs and available resources of the client.
Fee Collection Oversight - Branch office fee collection procedures and collection statistics are reviewed. Fee collection goals are established along with training materials to educate the associates on how to address difficult client situations. Suggested reports are also created that are congruent with recommended coaching activities.
Coaching Standards – This review involves looking at what procedures and standards are in place for coaching associates to maximize their performance. Specifics reviewed are how and when to have a weekly sales meeting, how to conduct 1-1 associate meetings, how to conduct daily briefings, and how to increase quality referrals. For retail management, how to conduct a branch visit and how to use the phone as a coaching tool are also explored.
Service Standards – The expectations for customer service are compared to the deliverables.
3. Sales and Service Measurement
Sales Goals – The budget is reviewed and sales goals are developed at a 120% level for each branch. Recommended reports are developed that provide a weekly progress update. The focus of the report is to address the questions, how much, by when, by whom, and how to create ownership at the branch and branch associate level for the attainment of the goals.
Sales Activity Goals – Sales activities are the actions that are taken by branch associates that will lead to the sale of a product or service. The presumption is that if a branch is diligent in quality sales activities, then sales of products and services will have a greater probability of success.
Weekly Coaching Goals – Instruction and recommendations are given to the consumer banking leadership team as to the types of coaching activities that need to take place and the frequency in which they need to occur.
Weekly Tracking (Dashboard) – Depending on the goals/results for sales and service activities being used, a one-page dashboard is developed that allows trends and cycles to be tracked. This tool is aggregated at various levels of the organization such as branch, region, state, or any other organizational level being used.
4. Incentive Compensation and Recognition
A key component of any consumer banking function is the reward and recognition element for successfully exceeding sales and service expectations. This can take many shapes and is crafted in conjunction with the client’s human resources team.