• Welcome and Introductions

• Analyzing the Results of Branch Technologies

• Measuring the Activities of Branch Staff

• Branch Technology Investments—Idle Time Before and After

• Turning Idle Time into Meaningful Sales Activity

• A Closer Look – Jeanne D' Arc Credit Union

• Increasing Top Performer Sales Performance

• Management Tips

• Open Discussion Including Q&A Session

Submit a question or comment via chat

• Gordon A. Williams IV, FMSI EVP Business Development

• Kate A. Dame, Jeanne D’Arc Credit Union VP of Branch

Administration

• Meredith Deen, FMSI COO

• Chad Davis, FMSI VP of Marketing

Big investments in branch technologies — • Cash Recyclers • Sophisticated ATMs • Video Tellers

Struggling to quantify — • Improvements in staff efficiencies • Increases in branch sales

Can you quantify how your staff spends their time? • Institution level • Branch level • Individual level

Daily activity forecast — • Percent of time processing transactions • Percent of staff idle time • Percent of task time

Scheduling additional sales related activities — • Supervisor coaching sessions • Sales training • Outbound sales / relationship calls

Kate A. Dame – VP of Branch Administration

— Jeanne D’Arc Credit Union

About Us —

• Fourth oldest credit union in the country. Had 100-year anniversary in 2012.

• Headquartered in Lowell, Massachusetts

• $1 billion in assets

• 61,000 members

• Six branch locations (the 7th branch is opening in June 2014) and two high school branches

— Jeanne D’Arc Credit Union

• Started using The Teller Management System™ in 2011

• Stats comparing Aug 2011 to Oct 2013

Aug 2011 Oct 2013

Productivity 17.9 21.6

Labor Cost $0.95 $0.92

PT Utilization % 34.2 37.73

FTE net difference 7.14 1.57

Excess Waiting for Work 26.4 5.4

• Prior to July 2009 – paid for performance and coached to the numbers.

• Changed to “Relationship Building.”

• No longer pay for closed products – put more focus on the member’s needs.

• Tracking referrals that result in closed products is crucial.

• A target goal they are coached to

• A stretch goal they are publicly recognized for

• A required monthly employee threshold

– Disciplinary action for failing to meet threshold

– Oral, written, probation, termination

– The numbers are looked at on a quarterly basis

• We “count” products only. Our system does not have the ability to recognize any of the services – such as e-statements, on-line banking, etc.

• We average about 600 closed products per month.

• Everyone has a coaching session with their manager for at least a 1/2 hour each month

• We use TMS and Lobby Tracking to determine the best time

• We review metrics with the staff - TPH (with Tellers), Relationship Building, Assist Times (with MSRs), etc.

• Coaching is necessary to create a Relationship Building Culture

• Sharing results • Promote benefits • Incentives

— Adjusting to New Process

Getting employees on board —

Building employee confidence — • Simple product training • Develop telephone scripts • Avoid the hard sell

— Training and Scripts

Facilitate more conversations with account holders — • More cross-sell opportunities • Opportunity to provide great service • Hone skills through repetition

— Reroute Call Center Calls

Position your FI for 21st century challenges —

• Improve vague daily staff schedules

• Identify the best periods for outbound calling

• Increase top talent performance

FMSI provides performance management information and a scheduling solution to financial institutions of all sizes, including a workforce optimization comparative data report that allows clients to see where they rank amongst their industry peers.

– Learn more at www.fmsi.com, or call 770.619.3443 – Download all FMSI white papers and recorded webinars at

fmsi.com/resources