One of the requirements this year in preparing for my performance evaluations was to do a self-evaluation of my approach and results with increasing teller referrals.
First let me outline the issues I observed from my teller line (listed by level of importance):
– Tellers were concerned that a lack of referrals would jeopardize their current position and plans for future advancement within the company
– Tellers felt forced that upper management were changing their job descriptions
– Tellers concerned about approaching long-time customers
– Tellers wanted to devise their own system of collecting information
After observing and listening to my teller’s concerns, I needed to come up with reasonable conclusion to increase teller referrals that will eventually lead to increased sales. I decided to hold a branch meeting that included the tellers, personal bankers, branch managers, and branch administration. At this meeting my objective was to brainstorm and come up with ideas that were suitable for our branches, since we had mixed customer flow days.
At the meeting I started by letting everyone know of the importance of the teller referrals and that this is no way would affect their current position or advancement opportunities during the initial phase of 3 months. However, after this probation period for teller referrals they will be required and expected to conform to the quota set for them.
Then I opened the floor for comments and suggestions on ways to explore the task at hand. One of the tellers stated that they did not like the company form or the approach that was to be used because it was so formal. Since we were familiar with our customers and treated them like family they felt we should have a less formal form and approach when initiating contact with our customers. I agreed. This type of approach would make our customers feel more at home.
Next, I addressed the concerns and feelings of being forced by upper management to change their job descriptions. I reminded them that as a teller we are expected to process customer transactions. One aspect of this is to inform the customer about new products and see if their account would be a fit for upgrading to different products. I told them to look at it as if they were talking with one of their friends about their banking experience and how it could be better if they had a particular product or service over their current situation. The tellers eyes brightened and widened and they agreed that that approach would be beneficial. I ended the meeting with giving everyone the job of developing an informal customer form and having it ready to display in two days.
At the end of the two days I created and presented two forms that would allow the tellers and other branch associates the necessary information needed to provide excellent customer and business service. Since the implementation of the two forms my teller’s referrals have risen by 40%. This process has allowed the tellers to build a positive repore with our customers and make them more comfortable and knowledgeable with various aspects of their job functions. Since this increase sales are also up by 50% and continuing to rise.
In conclusion, I outlined the problem (how to increase teller referrals), identified the criteria (how to increase referrals in a way to increase sales), weighted the criteria (decided which was the best route to take), generated alternative (looked at other ways to be a success), rated each alternative on each criterion (how do each measure up with what we want to accomplish), and measured the optimal decision (chose the process that resulted in the highest results).
Based on the outcome I received, I do not see any discrepancies in the way I decided to handle the task that was presented to me because it has resulted in a positive and profitable outcome. However, I did feel that my approach would need to be revisited again in a month or so in order to encourage the tellers to not lose focus or become bored with the original ideas set forth in the beginning.