The new float staff: Sharing high skill employees between branches can save costs and improve service.
The Wells Fargo debacle shows that when a sales goal program runs amuck REALLY bad things can happen. What is a better strategy?
After more obvious efforts have been done, continuing to improve productivity requires a combination of knowledge, creativity, commitment and technology.
The true objective of branch transformation is to deliver the best service as efficiently and cost effectively as possible.
Technology has long been applied to loan document exceptions, but financial institutions must handle exceptions in many areas.
One common strategy to address the changing branch environment is to implement a universal staffing model. . . .
Branch networks are evolving and the rate of change is accelerating. You cannot improve what you cannot see.
It is hard to improve the productivity of processes that are not measured, and cash automation is no exception.
With the cost effectiveness of branch cash automation varying from one branch to another, how confident are you that branch cash automation is the right fit for your branch?
Branch efficiency opportunities don't always come from large sweeping transformations, but from optimizing, standardizing, and measuring many over-looked smaller tasks that represent a large portion of branch operations.
Members are at the very core of Credit Union identity. Banks have customers, Credit Unions have members. It is no surprise that the topic of “member services” is one of the most important discussions at all levels of CU management and staff…
An accounting department scans accounts payable (AP) documents for image system storage. For the images . . . .
After a rigorous selection process, ACNB Bank of Gettysburg, PA has signed an Agreement to utilize StaffPro Branch Resource Management software . . . .
Implementing software is a commitment in money and time. The quality of the client-vendor relationship can have a significant effect on how successful the investment is over the long term . . . .
No matter whether you think branch transformation will occur in five years or fifty, it makes sense to maximize the contribution of the existing branch network to the institution’s success. . . .
"While business analytics and the art world seem like they have little to do with each other, in fact they share a number of key characteristics..."
With all the discussion about the future of branches and declining transaction volumes, teller performance measurement is more important than ever . . .
Analytics are typically viewed as a way for management to better understand how the organization is performing. That is an important objective, but there are other ways to look at it . . .
StaffPro Branch Resource Management now incorporates several entirely new features and multiple feature improvements. Many of StaffPro’s new features are geared toward furthering its already powerful automation capabilities...
"Managing and scheduling Personal Time Off (PTO) days has long been a challenge for financial institutions (FIs). The problem is more difficult in the post-recession era because..."
Managing scheduling and coverage for branch employee PTO (Personal Time Off) is a challenging and thankless task in financial institutions (FIs) with multiple branch locations. The StaffPro branch resource management system has several features that work together to facilitate and automate much of what is needed to manage PTO.
Scheduling employee time off is a complex and thankless task for financial institutions with multiple branch locations. This article discusses challenges and practices seen in the industry.
All financial institutions (FIs) with a branch network have to deal with variability in scheduling staff. Much of it is to cover planned absences from vacation, PTO or training. This article is based on interviews about float staffing with seven institutions, plus Point Enterprises' experience implementing software to automate and manage scheduling.
Float staff scheduling and management for tellers, platform and universal employees are built into the StaffPro Branch Resource Management system. Its features are designed so that most of the work is performed automatically by StaffPro.
Financial institutions often ask what the right number of tellers is to staff a branch. The answer is that it depends on the branch and market. Identifying the unique characteristics of each branch in the context of its market is the trick.