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Changing Our Culture: From Traditional Teller to New Member Experience Advisors

Changing Our Culture: From Traditional Teller to New Member Experience Advisors. The Vision. Differentiation from the Norm – The Experience our Members Deserve Building Stronger Relationships Removing the Barriers Space Available for Members The Time is Now New Headquarters

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Changing Our Culture: From Traditional Teller to New Member Experience Advisors

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  1. Changing Our Culture: From Traditional Teller to New Member Experience Advisors

  2. The Vision • Differentiation from the Norm – The Experience our Members Deserve • Building Stronger Relationships • Removing the Barriers • Space Available for Members • The Time is Now • New Headquarters • Better Location for Membership • Higher Visibility

  3. The Member ExperienceHow Advantage Way Will Look • Clean lines, white space, open concept • Lounge Furniture • Member Experience Advisor Pods • Security • No Barriers • Coffee Bar • Member Terrace • Wifi

  4. The Member ExperienceHow We Will Bring This Concept to Life • Professional Warmth • Seamless Process • Educational • Consultative Relationships • Consistency

  5. The Member ExperienceHow We Will Bring This Concept to Life

  6. The Role Design What’s in a Name? • Knowledge, Skills & Abilities • Job Description • Performance Model Benchmark • Easy Simulations

  7. The Role DesignKnowledge, Skills & Abilities

  8. The Role DesignKnowledge, Skills & Abilities (Top 5)

  9. The Staffing Plan • Assess Staff • Staffing Model Benchmark • Determine who will be at Advantage Way • Pilot Staff • Recruiting Needs

  10. The Role DesignPerformance Model Benchmark

  11. The Role DesignPerformance Model Benchmark

  12. The Role DesignPerformance Model Benchmark

  13. The Role DesignEvaluation Results

  14. The Role DesignEvaluation Results

  15. The Role DesignEvaluation Results

  16. The Role DesignEvaluation Results

  17. The Role DesignEvaluation Results

  18. The Learning Plan • Create the Pilot environment/team • Bring the Member Experience Advisors into the planning process as co-creators to increase buy in • Conduct the training sessions • Follow up to training by tying the concepts back to what the MEAs suggested • Build the experiential learning • Hold monthly group conversations between the MEAs and all branch management to discuss the move • Create a vehicle for peer feedback

  19. The Learning PlanCo-Creator Employee Buy-In Pre-Training Feedback HR/Management to speak independently with the various MEAs about training and to gather feedback about the topics for training. Training Implementation The feedback will be noted and taken into consideration for training. If possible concepts or concerns will be woven into the training. Post Training Reinforcement After initial training is complete, reinforce learning by tying in those suggestions that were made in the pre-training visits.

  20. The Learning PlanSaturday Session – Service Extraordinaire • Celeste Cooke • If you’re not learning, you’re not growing • Own your member for life • KISS – Keep It Simple and Strategic • Never see only the member in front of you – see the 485 people • they touch daily • Empower others with the knowledge you gain • Branding from the Inside • You have to be willing to take risks

  21. The Learning PlanSaturday Session – Experiential Learning • Rick Miller • Field Trips - 3 Separate Groups to Service Providers • Lowes Foods • Starbucks • Lowes Hardware • Trader Joes • Chick-Fil-A Manager Visit • SBI • Situation • Behavior • Impact

  22. The Learning PlanInternal Learning Process • Ongoing – Learning and Growth Mindset • Products and Services • Features and Benefits • Relationship Building • Open Ended Questions • Current and Future Needs • Lending • Credit Report Mining • Focus on the Experience – Not the Product • Tools • Interactive Board • Contacts

  23. The Learning PlanBuilding a Team - Peer Feedback • Group Session • Introduce the concept of peer feedback • In order to make it safe use the SBI model • Situation • Behavior • Impact • This should be done without high level leadership to create group cohesion and trust • Follow up to ensure this is happening

  24. The Validation • Spot Checks - ensure MEAs are following processes to provide consistent experience • Employee Recognition – for Exceptional Member Experiences • Follow up Calls - after a member adds a new product or service to deepen relationship

  25. The Validation 4. Testing • Product and Service Knowledge • Understanding and Presenting Benefits • Review of Member Interactions and Results • Knowledge of Interactive Board

  26. The Video

  27. Credit Union-Wide • Meet the Model Interactions • Employee/Manager 1 on 1 in Branch • Relating Model back to everyday • Process Improvement • Next Phase

  28. Challenges Change, Change, Change • Staffing • MEA Comfort Behind the Pod • Member Habits • MEA Life Experiences • XP/Recyclers/Drawers/Drive Thru

  29. Questions

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