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10 Tips for Maximizing Teller Performance

August 17, 2011

1.  People want to know they are doing well.  When implementing training and  recognition programs you must stress to the tellers their purpose in the process, which is taking personal accountability for their successes.

2.  Get out from behind your desk.  Coaching is done by observing teller behavior and providing consistent and timely feedback about their behavior.

3.  Peer coaching is a great way to share best practices and leverage the selling strengths of your team members.

4.  Have different tellers shadow (observe) one of the institution’s best tellers.

5.  Role playing should be routinely done and including an observer is an important part of the scenario.

6.  Recognition programs should be easy and attainable

7.  Recognition contests should be displayed in a common area for all to see.

8.  Rewards for recognition programs can be gift certificates, taking out to lunch, buttons, have manager wash a car 😉

9.  Recognition awards need to happen frequent enough to where the program stays top of mind.

10.  Dedicate monthly or quarterly training days to review sales and customer service techniques.

 

Scheduling Approach is the First Step Towards Maximizing Teller Performance

Finding the right balance of sales, service and productivity—per time of day—and unique account holder interaction can be extremely complex for tellers and financial service managers alike.  Sure you can employ teller training and recognition programs to help drive the type of behavior that maximizes performance.  You can also have coaching techniques that reinforces the training and recognition.  However, the absolute most important step in the process towards having the perfect balance of sales, service and productivity on the teller line, is your scheduling approach.

Staffing your teller lines optimally with the right number of tellers at the right time of day puts the tellers in the strategic position to succeed.  If you are overstaffed, how productive can your tellers be if they are standing around staring at an empty lobby?  Conversely, if you are understaffed, how effective can your tellers be at selling and providing desired service levels, when they are dealing with angry customers who have been waiting in long lines?

Motivating and managing the teller line is a worthwhile strategic direction.  While using coaching, training and recognition programs can help polish the behavior of your tellers, the most important step to achieve the desired balance, is to optimally staff your branches—in order to improve your sales, service and productivity performance.

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