MADISON, Wis. (10/30/15)--A new white paper from the CUNA Operations Sales & Service Council explores how the role of the branch manager is changing as branches continue to evolve functionally and physically.
The paper looks at four models for branch transformation, including:
No longer is the branch manager spending time ordering cash, conducting surprise cash counts, assisting tellers with cash verifications, being a vault teller and assisting tellers with “out of balance” situations. More free time allows branch managers to concentrate on observing and coaching their teams, conducting outside business development, and building relationships with members, businesses and select employer groups.
The branch manager’s role is to ensure members understand how to use branch technology. Managers must ensure the team is greeting members, engaging them in conversations that can build relationships and uncover member needs while assisting them in using the ATM machines or kiosks.
Branch managers must ensure the members are introduced to ITMs in a positive, enthusiastic manner via a concierge who greets members as they enter the branch, educates the members on the privacy features and functions of the machine, and ensures transactions are completed as requested.
The role of the branch manager in this model is more complex: branch managers continue to have the operational burdens of managing cash in the branch, setting teller schedules to provide coverage, and dotted-line management of the technology and equipment. Member service will remain high because members having a choice for how they would like to conduct their business. The hybrid branch model requires strict time management on behalf of the branch manager to coach their teams to exceed members’ needs and assist members in achieving their financial goals.