FREE Bank Training CDs

How do you manage training at your bank or credit union?  It is a challenge to build training and then to pull people together to present needed training and information. It can be an exhausting juggling act of preparing training material, bringing in outside trainers, pushing people to online training resources or a combination of all of those things.

A popular way to train today is with webinars.  You can create internal webinars, register for live webinars from providers on key topics your bankers need or purchase a previously recorded webinar.

One of the most beneficial aspects of the webinar format is the recording feature.  Creating a CD ROM or being able to access a previously recorded webinar as a download means you can make the training accessible on a more flexible schedule.

Many of our clients tell us that the recorded version of a webinar enables them to provide training in a more convenient arrangement that is well-received by both the learner and the learner's supervisor.  A supervisor may resist your attempt to train their people when you pull them away from regular duties for training.  Overcoming resistance by supervisors is a part of the trainer's job.  Instead of pulling people off the job,  provide a training CD or a link.   The supervisor can then schedule the training for each team member at a convenient time.

InterAction Training  has a list of topics aimed at helping you get easy, convenient and affordable access to CD ROM training. Check them out here.

Make Training Stick Tip

When you create a learning library also create a discussion sheet on each recorded webinar that asks the learner to make notes of key points they were introduced to or reminded of as they participated in the training.  Then follow up with a one-on-one or team discussion concerning the training.

Still learning,

Honey
www.interaction-training.com

Need Job Satisfaction?

There are long lists of things that contribute to employee satisfaction.  One thing that gives confidence to an employee is to clearly know what they are to do and how to do it.  The astute company learns that happy workers work more effectively than unhappy workers.   Job satisfaction is elevated by the effectiveness of the employee. It is a cycle and all three parts of the cycle feed off one another.

One key component of working effectively is training.  How employees learn what is expected and how they are trained and coached to deliver expectations is the collective responsibility of the trainer, the supervisor and the learner.  A common misperception is that the burden of training falls on the shoulders of the training department.

1.     Stay in the real world…training is not the sole responsibility of the trainer

2.     Employee learning and effectiveness requires commitment from all four stakeholders – the trainer, the learner, the supervisor and the owner

3.     Solicit the support of a champion – as high up the food chain as you can go.  The Champion of Employee Satisfaction needs to be the CEO.

4.     Supervisors must be trained on how to coach and teach the staff on self-evaluation regarding effectiveness.

5.     Encourage human resources to interview for talent that has a very high need for job satisfaction.  Key question in the job interview, “How important on a scale from 1-10 (highest ranking is a 10) is it for you to obtain job satisfaction?”  Would you really hire someone that said “4”?  Probably not.  Asking that question lays the groundwork for the supervisor and the trainer to say to the learner – I am here to help YOU get what YOU want – exceptional job satisfaction.

The two most popular programs I conduct today are Supervisor Boot Camp and Train the Trainer workshops.  These programs deliver high impact learning that the participant immediately takes back to work.  As the participant implements the learning they learned they find it elevates their own and others work more effectively.

Supervisor Boot Camp teaches supervisors to coach.  Train the Trainer Boot Camp teaches those with training responsibilities how to elevate their effectiveness.  Both are scheduled for this summer in Houston. Plus, Supervisor Boot Camp is scheduled in 14 locations this year around the country offered by various state banking associations.   In April, I will be presenting a two-part Train the Trainer webinar that trainers and supervisors alike will benefit from!  In order to learn more about the programs we offer, email me honey@interaction-training.com.

I teach what I need to learn…I am a happy worker…I am focused on how to be more effective and I have exceptional job satisfaction.   Want to learn how to be a happy worker?  Join me for training!

Still learning,

Honey

www.interaction-training.com

Angry Customers

We all have to deal with angry customers.  Since so many customers now do most of their banking online or at ATMs, the only time they come into a branch or call you may be when there is a problem.   When there is a problem they can't resolve on their own, they tend to take their anger out on the first bank employee they see.

So how do you deal with an emotionally overcharged customer?  First, try to keep your emotions in check.  Next imagine yourself in their position.  They first need to be heard.  You may think you understand their situation but unless you engage in active listening you may miss an important element.  The problem with the bank may be just one of many things that aren't going quite right in their life.  You may be the one person who is truly trying to understand their situation.

I have a friend who is a service representative in a car dealer repair department.  He deals only with people incredibly frustrated with their automobiles.  When the car dies your life is temporarily put on hold.  You can't get to work.  You can't go do your favorite hobby.  You can't get groceries.  So on top of having car problems, you may be low on cash, low on fun and hungry.  My friend has a very good temperament.  He makes it a game in his mind to find what he can do to turn his customers day from horrible to hopeful.  He listens to whatever they need to rant about.  He then assures them he will do all in his power to get their car up and running as quick as possible.  He also has a fleet of loaner cars to lend.  When he hands them the keys to a loaner car which is usually nicer than the car they brought in, he turns their day around.

We need to deal with angry bank customers in the same way.  Hear them out.  Offer solutions or let them know you will contact them as soon as you can figure out a resolution. 

Because dealing with anger can be quite tricky I have developed a webinar you can order on CD ROM. Clients tell us the program is an excellent training source for dealing with the toughest situations in customer service.

Still learning,

Honey
www.interaction-training.com

A Personal Banker's Risk and Opportunity

A personal banker must juggle new business opportunity while minimizing risk challenges. With a new paradigm of regulation and growing schemes of fraud along with high demand to cross-sell the customer, the new accounts desk presents a blurry line of both risk and opportunity.   A personal banker spends their day completing an entire menu of tasks such as onboarding new customers, changing addresses for existing customers while weaving through the maze of procedures, best practices, policies, disclosures, and product knowledge.

Some banks shy away from calling the personal banker a sales representative.   However many community banks take the position of Texas Bank & Trust, Longview, a $1.9 billion dollar community bank with 19 locations in east Texas.  Connie Milligan, Senior Vice President, Director of Human Resources explains her bank’s approach, “Our lobby representatives are expected to act as trusted advisors and identify what our customers need.   They assist in matching the right bank products with the right customer.  They are all cross-trained to assist as a teller when needed.  They achieve incentives based on a variety of criteria, including cross-selling.”

Milligan stated her bank hires those with a strong customer service mindset. When they find the right candidate they guide them on a course towards success.  They start down a learning path the bank has in place.  The new hire or an employee that moves into this position is expected to be basically up and running after 4-6 weeks.  A mentor provides intensive, position-targeted training on the various legal and key issues.  Then the employee is given a desk and charged to work independently relying on the mentor for guidance.

“No question the proper documentation and procedures present the greatest challenges in this position because of all the variations that come with complex, volatile new account issues”, said Milligan.

The personal banker is typically the go-to person for answering questions, ordering checks or replacing debit cards and must excel at friendliness.  Always on the lookout for potential fraud, personal bankers spend time evaluating every aspect of a transaction for risk while respecting a laundry list of regulations.  The master-level personal banker knows that scrutiny is required in every situation. 

 

Still learning,

Honey

www.interaction-training.com