If banks can pay so much attention to customer experience, why not take a similar approach to the people they hire and develop?
Managers who avoid taking action can leave an institution with underperforming employees who drag down overall results.
Encouraging branch staff to ‘go the extra mile’ for customers requires motivational leaders who are accountable for results.
Wells Fargo uses predictive analytics to hire employees better able to meet its performance requirements and fit into its corporate culture.
As the role of the branch changes, banks are increasingly moving to a 'universal' model for their branch staff.
Trying to measure the state of your bank’s leadership development process without a scorecard is like going to sea in a sailboat without a rudder.
Appropriate planning and staff scheduling are the keys for banks to avoid penalties related to the Obamacare health insurance legislation.
While changing an organization’s culture is never easy, the military model offers some clues to success.