Cross-Training Boosts Efficiency

CU360
August 6, 2009 | COMMENTS

As alternate channels and payment mechanisms, such as ATMs, debit cards, online banking, and direct deposit have matured, the industry has seen a corresponding decrease in teller transactions. This trend, along with an emphasis on non-interest expense management, has led many institutions to consider adding a so-called “universal agent” to their branch staffing options, reports Bancography.com.

The universal agent is a cross-trained employee capable of performing both teller and member service representative (MSR) tasks. This multi-functional employee can reduce total staff needs and costs. In the simplest application, the cross-trained universal agent is available to cover employee absences or lunch breaks at either a teller or MSR position. The universal agent may also be scheduled for one position or the other during periods of peak demand, such as the teller role on Friday afternoon.

To maximize the benefit of the universal agent, institutions must provide support with design, technology, and training that makes it easy for the employee to shift from one role to the other. For expense control, a cross-trained employee scheduled for the MSR desk from 8 a.m. to noon and for the teller line from 1 p.m. to 5 p.m. is better than two half-utilized employees present all day. But this configuration fails to leverage the full potential of the universal agent role.

Optimally, the universal agent should serve as transaction processor, service provider, and financial counselor all in one. The agent's role should be to intercept members and guide them to the proper destination. If a member needs a check cashed, the agent escorts the member to the teller line. If the member needs a CD renewed, the agent escorts the member to a platform workstation. If the member has a complex loan need, the agent may begin the application process and call in the branch manager for consultation.

A universal agent can't fully perform the functions that maximize sales and service unless supported by two critical changes in branch configuration. First, the teller line must be redesigned to allow an employee to easily migrate from a paying-and-receiving workstation to a sales-and-service workstation. By splitting the teller line or opening it at either end, the redesigned branch allows employees to circulate throughout the branch, rather than being constrained to one workstation. The open teller line can even support individual teller stations at each sales desk, so every member receives a sit-down interaction with an agent for all activities.

It's also helpful if your teller line uses teller cash recyclers. These machines accept, store, and dispense currency and coin in a closed environment similar to an ATM. They offer a secure alternative to the traditional teller cash drawer, which the agent could not leave without closing, reconciling, and locking. Because teller cash recyclers are closed systems, the universal agent can move from the teller workstation whenever needed with no risk to stored cash.

Finally, the implementation of a true universal agent role requires training. The teller and MSR skill sets differ, and cross training in the processing tasks of each role is just a starting point. Operationally minded tellers may require role playing and needs-assessment classes to develop sales skills.

By allowing one employee to fill multiple roles, a universal agent program can begin to reduce branch staff costs. But when properly supported, it can yield an improved sales-and-service environment, while keeping transaction processing costs to a minimum.