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Today’s Most Productive Tellers…. And Why They Are Not Salespeople
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Taking Advantage of the New Banking Landscape
Today’s Most Productive Tellers…. And Why They Are Not Salespeople
Laura CatonThe Cornerstone GroupA PI Worldwide partner firm
The Banking LandscapeThe Big BanksEconomic
environment has caused them to pull back and be inconsistent in
their actions/message
Community Banks
Stronger financially with more
customer loyalty and a more compelling message
LeverageGreater share of
wallet
Are You Prepared to Leverage This Opportunity?
What would make you prepared? Leadership: commitment
and mindset Do you have the right
people in the right seats? Do the people in the
seats have the training they need? What knowledge and
skills do you need to develop (technology)?
Sorting Out the People Side
PI Worldwide• A partner to business
leaders since 1955• Publisher of Predictive
Index®• Nearly 8,000 client
companies• Over 400 Banking
Clients
The Cornerstone Group• Member firm since
1997• Regional consulting
firm focused on: • Organizational
development• Sales development
• Strong Focus on Banking
Knowledge is Powerful
PI Worldwide
Studies
Behavior• How
behavior
impacts performance in various
jobs
Banking Studies• Have
studied over
100,000
people in
various position
s to determi
ne “ideal” behavio
rs for each job
Position
s Include
• Tellers• Branch
Managers
• Commercial
Bankers
• COO and CTO
• Mortgage
Originators
• Financial
Advisors
• Training and
Human Resourc
es
“Knowledge is becoming a key asset and source ofcompetitive advantage.” John Owens, Director
RSM McGladrey, Inc.
Behavior & How It Impacts Job Performance
How Behaviors Impact Job Performan
ce
JudgmentDecision Making
Communication
Pace & Response to
Pressure
Following ProceduresAdaptability to
ChangeResponsivenes
s
Socially Confident
TellersStudies indicate some critical
changes…and many banks have
overreacted
Tell us about your experiences with Tellers…What have you observed?
The Predictive IndexHelping you identify the “right”
tellers
Sigma Scale Factors
Norm Balanced Norm
Patte
rnsM
Fact
or
Response Level E Factor
The Elements of PI
Quick toconnect to
people
Informal
Casual withrules
BC
BD
CD
CB
DB
DC
Careful withrules
Formal
Takes time to connect to people
AnalyticalTechnical
Pro-active
Risk
AB
AC
AD
BA
CA
DA
Risk Avoidance
Reactive
People
Factor Emphasis Combinations
Let’s Talk About Tellers
How have their behavioral needs changed?
What Hasn’t Changed for Tellers
The transactional part of the job Attention to detail and
process The need for exact
transactions Do it right the first
time Able to handle
repetition
Lower A
Higher D
What Has Changed for Tellers
The personal connectivity part of the job Becoming more outgoing
and persuasive—adding the social element (but not pushy)
Open in communication Team-oriented Able to deal with more
variety and change (technology, etc.)
Smoother succession to Asst. Branch Management position
Lower B Higher C
Here’s the OverreactionBanks went from here….
To here….YIKES!
Tellers that cannot properly process transactions
Tellers who don’t follow the rules
Teller that round up at the end of the day
Unhappy customers Massive turnover
It's important to reexamine how banks select, train, and retain tellers in an effort to reduce an alarmingly high turnover rate.
How You Can Avoid The Same Mistake?
The PI Survey Defines a person’s
behaviors in various situations
The JOB PRO Defines the critical
demands of each job
REMEMBER: “Knowledge is becoming a key asset and source of competitive advantage.”
John Owens, Director RSM McGladrey, Inc.
What Can You Do to be Better Positioned?
Understand the strengths needed for tellers have changed But the change in who you hire need not be too
dramatic Always be recruiting… even when there are no
openings. Look at other industries outside of banking:
Retail Call Centers Customer Service
Never settle when you hire. There are no neutral hires.
Thank You!
The Cornerstone Group Inc.Laura Caton
508-778-1300
