The empirical research by the Netherlands-headquartered House of Performance is based on branch visits and interactions with client-facing staff. It looks at key performance factors important to the client while also assessing the bank’s performance according to its own strategic objectives. Each branch was measured on how effectively its staff spent their time, the quality of the solutions offered and the overall client experience.
More often than not the researchers found branch staff to be reactive rather than proactive and seldom showed an aptitude for the products or services they provided. Our own bank charges research over the past four years found branch-level staff to be inadequately informed on issues such as products and fees, generally opting for the “one-size-fits-all” approach of package options rather than trying to comprehend the minefield of information on copious numbers of products and services.
The evidence suggests bank staff are either inadequately trained or inappropriately incentivised to sell products to their client base.
“The problem isn’t that banks don’t have the right sales and