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Stanbic IBTC Holdings PLC is a full service financial services group with a clear focus on three main business pillars - Corporate and Investment Banking, Personal and Business Banking and Wealth Management. Stanbic IBTC Bank legally became part of Standard Bank Group 24th August 2007. The Standard Bank Group merged its Nigerian operations, Stanbic Bank Nig...
THE TELLER:
What does it mean to be a Teller within SB? They are most often the first point of contact for our clients - the face of the Bank, so one can understand the importance of this role in maintaining and growing the reputation and brand of the Bank. With this in mind lets chat through a ‘day in the life’ of a Teller.
Customer Service and Care
The most consistent aspect of this job is people. A day in the life of a Teller begins and ends with interacting with and serving the Bank’s customers. Within this context, having a love for, interest in and tolerance of people of all ages, races, convictions and attitudes is key. This obviously requires that you stand for most of the day so physical wellness is a must.
The catch phrases ‘customer care’ and customer service’ are so often heard but so seldom really experienced. Some people naturally want to, and are really talented at making others feel acknowledged, listened to, valued and heard. There are many ways of doing this but the result of friendly, competent and efficient service is always the same, a happy and loyal customer.
Please note: In addition to the above, Sr Teller will also provide assistance to less experienced teller staff. Another major function is to assume the role of a Teller Supervisor in his/her absence.
Product knowledge
You cannot offer great customer service without a powerful product, or as with SB, a range of products. The Teller plays a variety of activities such a receiving deposits and managing withdrawals. They also play a critical referral role as they are involved in identifying customer needs and need to know the Bank and its products well enough to refer them to the right person. This is referred to as ‘lead generation’, a role which our best Tellers excel at.
Having the ability and desire to keep up to date with the market and product changes is a must. In addition, providing constructive feedback and recommendations on how to improve SB’s services and products is valued.
Would you prefer a role which provides you with clear guidelines? Do you enjoy an organised approach to life? If so then the next 2 role requirements may come naturally to you.
Cash Management
The Banks main function is to safeguard and grow the assets of its customers. Managing, monitoring and accounting for the different forms of money that flow through your till is key to the role of the Teller. A love of ‘precision’ and a desire to be accurate are key to succeeding in this role.
Compliance
The Bank works within a clear and strictly applied legal framework. The Teller needs to know and consistently apply these rules, processes and regulations across products and customers. Often this implies taking the time to explain the ‘red tape’ to the customer in a way that makes sense to the customer impacted.
We began this description by speaking about the people aspects of this role. Well, compliance can also be applied to people and relationships. Building trust through maintaining high levels of honesty and confidentiality is paramount to the values of the Bank and success of this role.
The Team Leader Tellers:
The key role of the Team Leader, Tellers in Standard Bank is to lead and inspire a team of tellers to consistently deliver exceptional customer service whilst complying against all the routine and laid down requirements of the role. With this in mind let’s chat through the key focus areas of the Team Leader, Tellers.
People Management:
The most important aspect of this job is people. A Team Leader Teller’s day begins by understanding the customer arrival patterns, this will determine the number of tellers he/she would need on the frontline at any given point. The fact that the teller role is the entry role into the Bank, the Team Leader is responsible to coach, guide and develop new tellers. Performance contracts need to be put in place with each team member and regular performance feedback discussion must take place to ensure that the teller’s performance is at the required level. In cases where tellers do not have the required skills or show competency gaps, the team leader needs to decide on what training interventions are required to close the skills gap. As the leader of the teller team, the necessary employee administration also needs priority from attendance registers to leave and sick leave!
Customer Service:
The largest number of Bank customers come into the Branch to conduct transactions at the tellers. Customer service is, therefore, at the forefront of the Team Leader Teller role! The last experience of the customer is the lasting impression, therefore the Team Leader Tellers needs to understand and manage the impact of his/her tellers on customer expectations. The Team Leader also needs to identify trends and opportunities that should be referred to management as possible migration and or sales opportunities.
Product Knowledge:
Although the teller function is not a sales role, the teller is the role that most frequently interacts with the customer. The teller function needs to be geared to identify customer needs and pass on quality leads to the relevant areas! In order to do guide, coach and develop the tellers, the Team Leader tellers needs an in depth product knowledge.
Cash Management:
One of the critical aspects of the Team Leader Tellers is to take responsibility for the Bank’s cash assets, although the teller physically manages the cash on a day to day basis, the Team Leader must ensure that laid down procedures are being adhered to by all the tellers. The Team Leader must also be available to authorize transactions that fall outside the mandate of the tellers.
Compliance:
Banks work and operate within a very strict legal framework. Due to the fact that the teller function works with money and other high risk payment instruments the knowledge around the compliance aspect of the business is paramount. In order for tellers to grasp and comply with the various rules, processes and procedures, the team leader needs to ensure that his/her team is 100% up to speed with the requirements and are acting accordingly, in cases where they are not the team leader will coach, train and guide them to the point where they understand it fully.
The Team Leader Customer Service:
The key role of the Team Leader, Customer Service in Standard Bank is to lead and inspire a team of front line Team Leaders to consistently deliver exceptional customer service whilst complying with all the routine and laid down requirements of the Bank. With this in mind let’s chat through the key focus areas of the Team Leader, Customer Service.
People Management:
The most important aspect of this job is the ability to lead and inspire a team of frontline Team Leaders. The Team Leader Customer Service’s day begins by understanding all the various complexities of the Branch’s frontline, cash management, telling and enquiries. One of the most important aspects includes workforce planning, understanding customer arrival patterns and customer behaviour and aligning the tellers and enquiries staff to deliver a consistent customer experience. The fact that the Team Leader Customer Service oversees the other full frontline offering implies that he/she is also responsible for identifying critical productivity trends and making recommendations around capacity management, including the employment and management of temporary staff. The Team Leader is also responsible for the management of the full performance cycle, ensuring that all performance contracts are in place for all staff and front line team leaders, regular performance feedback discussion must take place to ensure that the frontline performance is at the required level. In cases where staff do not have the required skills or show competency gaps, the Team Leader Customer Service need to decide on what training interventions are required to close the skills gaps. The Team Leader also participates in the quarterly career management committee discussions, conduct and lead team meetings and teambuilding sessions.
Customer Service:
The majority of the Bank’s customers come into the Branch to conduct transactions at the tellers, and/ or make enquiries. Customer service is, therefore, at the forefront of the Team Leader Customer Service’s role! The customer last experience is their lasting impression, therefore the Team Leader Customer Service needs to be absolutely passionate about customer service and customer delight. He/she must understand and manage the impact of his/her full frontline staff on customer expectations. The Team Leader also needs to identify trends and opportunities that should be referred to management as possible migration and or sales opportunities.
Product Knowledge:
Although the Teller and Enquiries functions are not specifically responsible for sales in the Branch, the frontline roles are the roles that most frequently interact with the customer. All front line staff, therefore, need to be geared to identify customer needs and pass on quality leads to the relevant areas! In order to do this the Team Leader will guide, coach, develop and support the front line Team Leaders and requires an in depth knowledge of all the Bank’s products. The Team Leader will also manage and track cross selling and lead generation opportunities and ensure that the team’s sales and service targets are being met. He/she will participate in sales and marketing activities when required.
Routine Management:
One of the critical aspects of the Team Leader Customer Service is to take full responsibility for the activities of the frontline staff as it relate to routine requirements. Although the other front line Team Leaders oversee the physically management of the frontline on a day to day basis, the Team Leader Customer Service must ensure that laid down procedures are being adhered to by all the frontline staff. The Team Leader must also be available to conduct customer needs analysis, keep records in terms of the various Financial Industry regulations and take part in any special investigations of losses and/or staff defalcations.
Head Service Centre:
Most Service Centres offer the same functionalities, products and services as a full Branch only on a smaller scale, therefore the Head Service Centre needs to have the knowledge and experience to manage complexities that range from people management, customer service and treasury management to the physical security of the Centre and its staff.
People Management:
The most important aspect of this job is the ability to lead a small team that is responsible for the full service and sales offering. The Head Service Centre’s day begins by understanding all the various complexities of the Service Centre, from secure opening procedures, cash management, telling, enquiries to one of workforce planning, understanding customer arrival patterns and customer behaviour and aligning the tellers and enquiries staff to deliver a consistent customer experience. Due to the fact that the Head Service Centre oversees the full Service Centre offering he/she is also responsible for identifying critical productivity trends and making recommendations around capacity management, including the employment and management of temporary staff. He/She is also responsible for the management of the full Performance Cycle, ensuring that all performance contracts are in place for all staff, regular performance feedback discussion must take place to ensure that the performance is at the required level. In cases where staff do not have the required skills or show competency gaps, the Head Service Centre needs to decide on what training interventions are required to close the skills gaps, he/she also participates in the quarterly Career Management Committee discussions, conduct and lead team meetings and teambuilding sessions.
Customer Service:
The fact that the Service Centre offers the full spectrum of the Banks services and products, customer service must be at the forefront of the Head Service Centre’s role! The customers last experience is their lasting impression so the Head Service Centre needs to be absolutely passionate about customer service and creating customer delight. He/she must understand and manage the impact of his/her staff on customer expectations. He/she also needs to identify trends and opportunities that should be referred to management as possible migration and or sales opportunities.
Product Knowledge:
Although the Service Centre reports into the main branch and often does not have its own sales and service targets, it still remains responsible for quality sales and lead generation. The frontline roles are the roles that most frequently interact with the customer - all the front line staff need to be geared to identify customer needs and pass on quality leads to the relevant areas! In order to do this the Head Service Centre will guide, coach, develop and support the staff through applying an in depth knowledge of all the Bank’s products. The Head Service Centre will also manage and track cross selling and lead generation opportunities and ensure that the team’s sales and service targets are being met, furthermore he/she will participate in sales and marketing activities when required.
Routine Management:
One of the critical aspects of the Head Service Centre is to take full responsibility for the activities of the Centre’s staff as it relate to routine requirements. He/she must ensure that laid down procedures are being adhered to by all the staff. The Head Service Centre must also be available to conduct customer needs analysis, keep records in terms of the various Financial Industry regulations and take part in any special investigations of losses and/or staff defalcations.
Customer Consultant:
The Customer Consultant is responsible for active sales within the Branch context. Customers who have a need to open/close accounts or who require advice on any product or service of the Bank will see the Customer Consultant. They will then determine the customer’s needs and make recommendations around the best product and/or solution.
Solution based Sales:
The most important aspect of the Customer Consultant’s role is the interaction with customers. Customers are being interviewed on a daily basis to determine their specific financial needs. Although the Customer Consultant has very specific sales targets, the sales strategy is re-active with customers coming into the Branch to see the Consultant. It is critical for the consultant to have very good personal and interpersonal skills which he/she will use to determine the specific financial solutions needed by the customer. Although re-active the Consultant must have the ability to “close the deal”, thereby contributing to the revenue stream of the Branch. To safeguard the customer, advice given by the Customer Consultant needs to comply with very specific Financial Regulatory requirements (these may vary from Country to Country)
Product Knowledge:
In order for the Customer Consultant to provide the customer with financial solutions, it is absolutely critical that he/she fully understands the different products of the Bank. The consultant is seen as the product expert in the Branch. Over and above the interaction with customers the Consultant often need to up-skill the branch staff on new and existing products. The Customer Consultant also manages and track cross selling and lead generation opportunities and ensures that the Branch team’s sales and service targets are being met.
Customer Service:
Although the main focus of the consultant is sales he/she must understand and manage the impact of his/her actions and advice on the customer’s overall service experience. In many cases the fulfillment of the sales transaction happens outside the Branch - it is very important for the Consultant to understand these processes and build quality relationships with these service providers.
Credit Management:
Credit is a product offering of the Bank and it is important that the consultant fully understands the credit process. Coupon lending applications need to be submitted to Credit for sanctioning, it is critical that the Consultant provide accurate information in order for the correct lending decisions to be made.
Routine:
Due to the fact that customers open new accounts and or apply for different products i.e.: current accounts, credit cards, home loans etc, it is absolutely critical that the correct information is obtained from customers to comply with the Bank’s laid down procedures and Financial Regulatory requirements. Excellent customer service stems from Consultants doing things right the first time – an eye for detail is a must.
Officer Administration Support:
The Officer Admin Support is responsible for the fulfillment process, administration functions and to ensure that a high level of quality customer service is achieved and maintained. Although this role does not interact on a face to face basis with Customers, the fulfillment area is the engine room where all transactions are actioned and therefore has a direct bearing on quality customer service. Therefore work quality and to deliver against very specific timelines should be the ideal candidate’s absolute passion.
Customer Service:
The most consistent aspect of this job is service delivery A day in the life of the Officer Admin Support begins and ends with the fulfillment of all transactional processes and procedures. Within this context, having a love for, interest in and a tolerance of data, processes and procedures and a eye for detail is key.
The catch phrase “customer care” and customer service are often heard but seldom really experienced. Some people naturally want to and are really talented delivering quality service and products consistently and on time. There are many ways of doing this but the result of friendly, competent and efficient service is always the same, a happy and loyal customer.
Product Knowledge:
In order for the Support Officer to fulfill on the specific requirements of each product and to provide quality service, it is absolutely critical that he/she fully understands the different products of the Bank. In addition providing constructive feedback and recommendations on how to improve SBs services and products is valued.
Routine:
The Officer Admin Support’s main function is to ensure a high standard of risk control through the appropriate actioning of required reports and adherence to laid down procedures. Excellent customer service stem from support officers doing things right the first time, therefore an eye for detail is very important.
Compliance:
Banks work and operate within a very strict legal framework. The Support Officer needs to know and consistently apply these rules, processes and regulations across products and customers. Often this implies taking the time to explain the “red tape” to customers in a way that makes sense to the customers impacted.
We began this description by speaking about the customer aspect of the role, well compliance can also be applied to people and relationships. Building trust through maintaining high levels of honesty and confidentiality is paramount to the values of the Bank and success of this role.
Interested and suitably qualified candidates should click on preferred job titles to apply online.
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