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Once supposed to be poised at a vanishing point, bank branches are getting renewed consideration, if not outright improvement. This comes at time when efficiency and the quest for customer [...]

Banks have been trying for years to figure out what customers want. Unfortunately, they often reach conclusions without asking the customers themselves. The best example of such an error was [...]

It's a beautiful summer day, but 16 future employees of a business that's coming into the city are thrilled to be in a small, windowless conference room in downtown Manhattan. [...]

We Tell You How to Train and Staff Them No matter how smart the chief executive officer is or how many ATMs are placed throughout the town, the teller is [...]

Except in one or two areas, teller training at Fleet Bank is as authentic as possible. 'We don't use real money,' says Gary Griffin, teller training specialist for Fleet Bank [...]

A teller receives a note from a robber asking for a bag of cash. Typically, tellers are trained to comply with the request and get the robber out of the [...]

First Union Corp. of Charlotte, N.C., said it has cut the cost of training its tellers almost in half with a CD-ROM program that lets trainees proceed at their own [...]

Tellers deal with people all day and are surrounded by stacks of forms that must be filled out correctly to ensure the bank's operations move smoothly. But when it comes [...]

Marcia Green has a unique, perhaps even otherworldly, philosophy regarding the recruiting and training program she heads at National Westminster Bank's New York and New Jersey branches. 'We tell franchise [...]

Tellers should be used as salespersons. They are in the best and most immediate position to have direct contact with customers. Sales training and coaching are essential to this effort. Training can be conducted four or five days per year. Tellers should have clear quotas and standards set for them and be monitored by the head teller. Performance should be rewarded on the basis of those standards. Tellers can keep track of their performance by writing down and submitting referral slips, indicating a potential sale. The head teller should be given monthly performance goals by bank management and receive back a sales performance results report. Supervisors should give tellers positive reinforcement and reward high achievement.

Franchising Education Education has always been the key, in most Americans' minds, to getting ahead. Nervousness about whether they, or their children, are well prepared for life's challenges has encouraged [...]

Have you ever employed a teller who had trouble counting money? Or a customer service representative who said things like, 'We was' or 'I see'Sorry, but that ain't bank policy''? [...]