Get a look at just how impactful not having the proper staffing levels can be to your organization when you attend this webinar brought to you by FMSI. Uncover insight for optimizing branch staffing plus strategies for improving productivity rates and enhancing or restoring profitability to your institution no matter how many branches you operate.
Text of FMSI Workforce Utilization Webinar Slides
1. Top 6 Steps to IncreaseWorkforce UtilizationWith Special Guests From IH Mississippi Valley CU
2. Welcome and Introductions Revenue Per Year, Per Employee Workforce Utilization (WFU) Management Approach The 2011 Workforce Utilization Study A Closer Look IH Mississippi Valley Credit Union Review Steps to Increase WFU Percentages Open discussion including Q&A session 3. Gordon A. Williams IV, FMSI EVP Business Development Barb Reed, IHMVCU Regional Manager Kim Brozovich, IHMVCU Branch Manager W. Michael Scott, FMSI President/CEO Chad Davis, FMSI Marketing Manager 4. The measurement of an employees productive time againsthours available/paid per their intended role. Example: The amount of time a teller spends processingtransactions on the teller line. 5. Difference in other industries and FIs can be caused byoutdated staffing models where workforce utilizationnumbers are often below 72%. 6. Vast majority of FIs are not closely managing WFUthrough detailed monthly analysis reports. A recent study by Celent estimates that just 3%of North American FIs use WFU solutions. 7. Impact of managing and scheduling with PerformanceManagement Information, like the workforce utilizationpercentage. Can lead to significant expensemanagement enhancements FMSIs recommended benchmarkis a WFU of 75% or higher. Processing Hours Available/PaidHours = Workforce Utilization % 8. Are you currently utilizing workforce utilizationreporting in the branch environment? Yes Yes, but on a limited basis No 9. The following is a workflow demonstrating the process ofpreparing monthly WFU reports. 10. The 2011 study encompasses over 10,000 financial servicesemployees at over 1,000 branches from March 2011 throughMay 2011. 11. 68% reduction in EWFW via better scheduling that ledto the following retail branch improvements: 39% increase in Productivity (TPH) 26% decrease in Labor Cost per Transaction figure 2.1figure 2.2 12. The below charts represent the difference in non-volume/idle time hours between three groups in the FMSIWFU Study. 28% Non-Volume/ Idle Time36% Non-Volume/Idle Time 18% Non-Volume/Idle Time 13. What percentage of time would you estimateyour tellers spend on non-volume activities? 50% plus 40-49% 30-39 % Less than 30% 14. Standard PerformersFMSI ClientWFU 78.7% 15. Low Performers - FMSI Client WFU 54.8% 16. We began working with The Teller Management Systemin 2009. Our goals were to: Better understand our staffing needs We looked to improve our productivity Improve and simplify scheduling procedures Reduce labor costs Review hiring practices (full-timeversus part-time) Maintain and improve service levels Monthly Excess Labor Cost 17. Situation Prior to TMS We staffed to the number of windows that were available Focused on availability of the branch staff 18. Implementation Timeline We began receiving FMSI reports December of 2008. In February of 2009, we provided our staff with anopportunity to practice and participate in TMS onlinetraining courses Rollout in March of 2009 included several face-to-facetraining sessions June of 2009 rolled out Scheduler Training. 19. Initial TMS Management Approach Managing to the transaction per hour (TPH) metricrecommended levels Enhancing scheduling approach with online scheduler Staffing with more part-time help Bringing tellers in at a later time Tellers leaving early on slower days of the week. 20. Ongoing TMS Management Through WorkforceUtilization Percentage Coaching with workforce utilization percentages Better understanding of employee activity 21. October 2011 Results Improved Service Reduction in operating expense 22. Determine what is the most successful approach to executeyour workforce optimization initiative: Manage the project through internal resources Outsource this function to a professional and specializedcompany that excels in this topic, such as FMSI. 23. Step 2 WFU Guideline with Branch Staff A coaching discussion with teller supervisors/managers to set expectations they have abouttheir role. Does your data indicate the expectations of howeach role should be utilizing time? Outline clear expectations for platform staff to focuson sales activities and not teller transactions. 24. What are the tellers doing when they are notprocessing teller area transactions? Is it work that adds value to the organization,branch, and/or customers/members? Am I scheduling my employees as efficiently aspossible to meet the volume needs? Does the actual WFU percentage meet yourexpectations for that employee or that specificposition/role? 25. Financial institutions will increase the WFU percentagethrough better forecasted scheduling to historic volumetrends and traffic flow needs. 26. Streamline or reallocate some of the teller line ancillaryresponsibilities that may be taking too much time andkeeping the tellers away from their primary role. Non-Volume/ Idle Time Related Activity Volume Related Activity 27. The use of part-time tellers to handle the durations ofhigher transaction volume will reduce excess waiting forwork (EWFW) time; or the idle time tellers are waiting toprocess transactions. 28. Significant gap in the revenue per year, per employee gapin FIs compared to other industries. Caused by a lack of focus on both optimizing staff utilization and properscheduling. As you improve your WFU percentage through better scheduling, yournon-volume related activity and idle time will go down and yourvolume related activity will go up. 29. Make more informed personnel, scheduling, andbranch hours of operation decisions. Effectively manage towards better service level needsof account holders. 30. It is now more important than ever for bank and credit unionmanagement to pay closer attention to their staffing levels. Labor cost savings associated with a focused and dedicatedworkforce optimization program for teller-lines has becometoo great to ignore. Utilize comparative performance data/benchmarking of otherFIs to see how you compare. Average Labor Cost per Transaction Consisting ofNationwide Financial Institutions of All Sizes 31. Financial institutions that implement an initiative thathelps them validate and manage teller labor costs will achieve great indefinite cost savings. 32. FMSI has assisted over 600 financial institutions nationwidein optimizing their branch networks through applying Actionablebusiness intelligence from the analysis of transaction data. Learn more at www.fmsi.com, or call 770.619.3443