ABA Banking Journal - January/February 2016 - (Page 46)

>>> MARKETING How to Train a SWISS ARMY BANKER When implementing a "universal banker" model, make sure employees believe in it too. BY WALT ALBRO hen your bank decides to implement a universal banker approach, employees have to believe in its benefits-both for themselves and for their customers. Otherwise, the bank runs the risk of not reaping the full value from the universal banker concept. That's the experience of David L. Oliver, SVP of retail banking at Windsor Federal Savings, a $400 million thrift in Windsor, Conn. Windsor Federal is about threequarters of the way through the process of implementing universal bankers, a system that the bank calls "personal banking." The institution has six regular branches as well as four limited-service branches in high schools and residential communities for seniors. More than two years ago, before Oliver started at the bank, Windsor Federal decided that it needed to begin introducing the universal banker concept to its staff-a process in which bank personnel would have the skills and flexibility to act both as tellers and platform customer service representatives. Why? Millennials seeking career growth and opportunity were rapidly entering the workforce and branch lobby traffic was on the decline. With more customers opting for online banking, mobile banking or ATMs to perform basic transactions, bank management noticed that the majority of its in-branch traffic tended to be 46 ABA BANKING JOURNAL | JANUARY/FEBRUARY 2016 customers with service-oriented needs, such as loan applications. Additionally, the bank realized that employees who had a greater depth of skills would allow for greater staffing flexibility. The combination of the two would provide the bank with more highly trained personnel to establish multiple relationships with its customers, thereby contributing to the bank's growth. The bank began to recruit personnel with universal banker skills. But skills alone were not sufficient to successfully implement the concept, says Oliver, who discussed the transition at the ABA Marketing and Retail Conference in Denver in October. When he came on board, he quickly learned that both tellers and customer service representatives continued to spend the majority of their time engaging in the more traditional retail banking job functions. "They were not going backand-forth from one job to the other," Oliver says. "As a result, we were not achieving any sales growth." Oliver searched for a training program to help the bank achieve its goal of successfully implementing the universal banker concept. He selected ABA's universal banking online training, which leads to an ABA Universal Banker Certificate. To help employees enjoy, retain and employ what they were learning, Windsor Federal developed an elaborate program that combined education with accountability.

Table of Contents for the Digital Edition of ABA Banking Journal - January/February 2016

President's View
Upfront
Picture This
Economic Outlook
Community Engagement
Cover Story: Train To Your Advantage
Filling The Trust Gap
Banking In The Sweet Spot
Safe Banking, Savvy Seniors
Human Resources
Payments
Marketing
Agricultural Banking
Board Matters
ABA Compliance Center Inbox
Legal Briefs
From The States
Corporate Social Responsibility
Index of Advertisers

ABA Banking Journal - January/February 2016

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