Requirements for branch staffing are changing. There is less of a need for specialization, especially around transactions. There is more of a need for skills like engagement, relationship growth, and consultative selling, complex service delivery, and issue resolution.
In order to address evolving branch staffing requirements, banks have either implemented, piloted, or investigated the universal banker model. The universal banker position is defined as a multipurpose one, capable of performing personal banker, teller, and customer service roles.
In Kiran Analytics’ 2016 Workforce Strategies survey, nearly half of the banks indicated they are in the investigation or pilot stage of universal banker deployment. Although half of the retail banks have deployed universal bankers, it has not been without issues; 28% of respondents (more than half of the total implementations) experienced problems with implementation.
Top issues with universal banker deployment include sustainable role clarity, inability to align resource capacity with market opportunity, and talent acquisition.
Kiran Analytics recommends an analytics-driven approach that aligns the role and activities of the universal banker with the needs of each micro-market and that evolves in synch with other branch transformation initiatives such as pooled staffing, in-branch technology, or facility re-designs.