Today’s Most Productive Tellers…. And Why They Are Not Salespeople

1. Today’s Most Productive Tellers…. And Why They
Are Not Salespeople
Laura Caton
The Cornerstone Group
A PI Worldwide partner firm

2. The Banking Landscape
Community Banks
Stronger financially with more
customer loyalty and a more
compelling message
The Big Banks Leverage
Economic environment has
caused them to pull back and be Greater share of wallet
inconsistent in their
actions/message
Opportunity
to Capture
Market Share

3. 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)?

4. Sorting Out the People Side
 PI Worldwide  The Cornerstone Group
• A partner to business • Member firm since 1997
leaders since 1955 • Regional consulting firm
• Publisher of Predictive focused on:
Index® • Organizational development
• Nearly 8,000 client • Sales development
companies • Strong Focus on Banking
• Over 400 Banking Clients

5. Knowledge is Powerful
PI Worldwide
Banking Positions
Studies
Studies Include
Behavior
• How behavior impacts • Have studied over • Tellers
performance in various 100,000 people in • Branch Managers
jobs various positions to • Commercial Bankers
determine “ideal”
• COO and CTO
behaviors for each job
• Mortgage Originators
• Financial Advisors
• Training and Human
Resources
“Knowledge is becoming a key asset and source of
competitive advantage.” John Owens, Director
RSM McGladrey, Inc.

6. Behavior & How It Impacts
Job Performance
Following
Procedures
Pace &
Adaptability
Response to
Pressure to Change
Communication Responsiveness
Judgment How Behaviors
Socially
Decision Impact Job
Confident
Making Performance

8. Tell us about your experiences with
Tellers…What have you observed?

10. The Elements of PI
Sigma Scale Factors
Norm Balanced Norm
M Factor
Patterns
Response Level E Factor

11. Factor Emphasis Combinations
Analytical
A B People
Technical
B A
A Pro-active C Reactive
C A
A Risk D Risk
D A Avoidance
Quick to Takes time
B connect to C to connect
C people B to people
B Informal D Formal
D B
Casual D Careful
C
with with
D rules C rules

13. What Hasn’t Changed for Tellers
 The transactional part of
the job
 Attention to detail and Lower A
process
 The need for exact
transactions
 Do it right the first time
Higher D
 Able to handle repetition

14. What Has Changed for Tellers
 The personal connectivity
part of the job
 Becoming more outgoing and
persuasive—adding the social
element (but not pushy)
Higher C
 Open in communication Lower B
 Team-oriented
 Able to deal with more
variety and change
(technology, etc.)
 Smoother succession to Asst.
Branch Management position

15. Here’s the Overreaction
Banks went from here….
 Tellers that cannot
properly process
transactions
 Tellers who don’t follow
the rules
 Teller that round up at
To here….YIKES! 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.

16. How You Can Avoid The Same Mistake?
 The JOB PRO  The PI Survey
 Defines the critical demands of  Defines a person’s behaviors in
each job various situations
REMEMBER: “Knowledge is becoming a key
asset and source of competitive advantage.”
John Owens, Director RSM McGladrey, Inc.

17. 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.

18. Thank You!
The Cornerstone Group Inc.
Laura Caton
www.thecornerstonegroupinc.com
Laura@thecornerstonegroupinc.com
508-778-1300