Put staff in a position to succeed
Proper training and tools fueled the success of his CU's three-year growth plan.
When he rolled out aggressive retail growth plans at $1.2 billion asset FORUM Credit Union in Fishers, Ind., Andrew Spirrison detected a hint of skepticism.
But the tools Spirrison provided his staff to achieve those goals dispelled the sidelong glances.
“Goals don’t mean anything without a plan to support them,” says Spirrison, vice president of retail delivery at FORUM. “As we look to grow, it’s my commitment that we will come up with other avenues to expand. I’m not just telling people they have to do more with what they have. I’m committed to finding new, innovative ways to get there.”
In developing a three-year growth plan, Spirrison stretched the team’s goals to 110% each year.
He also provided tools such as new branch experiences, better coordination with indirect lending, and a revamped business development approach. And he established a member engagement team.
“He’s restructured teams to better align with organizational goals; worked with his team to set stretch goals for opening share, checking, and loan accounts; and led his team to exceed those goals,” says Jenny Budreau, FORUM’s chief operating officer.
Reacting to member preferences, Spirrison’s team aims to open new branches with smaller footprints, new technology, and universal tellers capable of handling a variety of member needs.
The team also explores ways to retool existing branches.
The new member engagement team mines member data, determines which additional services might benefit members, and extends customized offers.
Spirrison also strives to put staff in the right places to succeed with the new strategies.
“We have to recruit and develop the best people,” Spirrison says. “It doesn’t matter if we have the best checking account, interest rate, or mobile app. What matters is taking care of the person we’re serving—in person, or via email or online chat. That’s where credit unions succeed.”