Bank Systems & Technology is part of the Informa Tech Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

Channels

12:59 PM
Connect Directly
RSS
E-Mail
50%
50%

Huntington Improves Teller Utilization

Computerized staffing model matches supply and demand for teller services.

When a group of Six Sigma black belts at Huntington Bancshares (Columbus, Ohio; $30 billion in assets) examined teller utilization throughout their branch network, they discovered an opportunity for improvement. The highest number of customer complaints stemmed from long waiting times on Mondays, Fridays and days when Social Security checks were being cashed. Conversely, tellers were underutilized on other days.

The solution was a computerized staffing model to match the supply and demand for teller services. But in retail branch-based banking, the command-and-control model can only go so far. "The banking offices weren't going to use staffing models set centrally," said Brian Williams, senior vice president, Huntington Bancshares, speaking at the BAI Retail Delivery conference in Las Vegas.

The typical branch manager's response to staffing mandates from the top would be complaints such as, "They're not accurate," or "All you're trying to do is cut my staff," according to Williams. "If they don't feel they own it, eventually they'll sidestep the process," he said.

Huntington piloted workforce management software from Exametric (San Diego, Calif.) at 12 of its banking offices at the beginning of 2003. The Web-based client software allows branch managers to optimize the staffing at their own offices, and to see how the decisions they make have an impact on the bottom line. "The key was getting a Web-based tool," noted Williams.

The results have been encouraging. After the first year, Huntington realized an 11 percent reduction in teller salaries and benefit costs. At the same time, customer surveys indicated that service levels have improved.

Furthermore, the attrition rate was cut in half, as the tellers had been overworked during the peak times and bored during the non-peak times, related Williams. Now, idle time can be channeled into more productive activities. "If there's idle time, we want them using that time calling customers," he said.

***

This article originally appeared in Bank Systems & Technology eNEWS, a weekly e-mail newsletter. To order a free subscription, click here

Register for Bank Systems & Technology Newsletters
Slideshows
Video
Bank Systems & Technology Radio
Archived Audio Interviews
Join Bank Systems & Technology Associate Editor Bryan Yurcan, and guests Karen Massey and Jerry Silva from IDC Financial Insights, for a conversation about the firm's 11th annual FinTech rankings.