increasing member loyalty - cuna councils...2016/08/24 · 8/24/2016 5 moving forward •...
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8/24/2016
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Increasing Member LoyaltyCUNA Council Roundtable
August 24, 2016
Carie PickettNumerica CU
Kalei ReederNumerica CU
Dan McGar
SAFE CU
Laurie Tyler
Financial Partners CU
8/24/2016
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New Member
Onboarding
Kalei Reeder & Carie Pickett
Why Onboarding?
• Consistency across all lines of business• Increase cross sell• Build relationships to create loyal
members• Two Phases, beginning March 2015 and
ending January 2016
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Goals
• Incorporate CML Sales skills into onboarding– Skills and Situation Components
• Incorporate our CARE Principals• Capture non negotiables • Member technology education• Set the expectation that we are an institution
that likes to stay in touch
C.A.R.E. Card
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Training
• 10 BETA branches• Weekly feedback sessions with BETA teams• BETA branch follow up Breaking the Barriers
activity • All credit union roll out January 2016• C.A.R.E. Card video
Results
• Core system enhancements• Book of Business spreadsheet for each
branch• Follow up flow
– Marketing (automated)
– Branches (people)
• CRM research project for future implementation
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Moving Forward
• Incorporated into Financial Service Rep training
• New Member Onboarding PowerPoint presentation
• All new employees try out C.A.R.E. Card– Set new employee expectation when they get to
the branch
• Celebrating successes
Before and After Onboarding
• Mobile and Online Banking– Increase of 58,355 transactions
• Mobile Deposits– Increase of $1.9 million
• Branch Transactions– Decrease 6,427 branch transactions
• ATM Transactions– Increase of 15,813 ATM transactions
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What Worked?What Would We Do Differently?
• Diverse project team representation from across all business lines
• BETA teams • IT programmers at every meeting• Weekly check-ins
• Same members on phase I and phase II• Less trainers for more consistency • Follow up after training for non-BETA teams
CREATING A MOVEMENT
THAT STICKS
SAFE CU’s Story
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BAN EXECUTIVE-LED MOVEMENT…
GET THEM INVOLVED
• PARTNERING WITH TRAINING INITIATIVES
• EXECUTIVE REPRESENTATION IN TRAINING
• SAFE EXECUTIVE CHALLENGES
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� Executives Kick-Off the Challenge
� Class Communication via email
� Executives become cheerleaders
� Executive-sponsored Luncheon
� Prizes for the Team Rock Stars
BAN EXCUTIVE CHALLENGE STORY
THE RESULTS
50REFERRALS
555%OF GOAL
Deadline: 5 Days
Class: 9 Tellers
Team Goal: 9 Referrals
Teller Sales Referral Class Challenge: Loan Referral
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THE RESULTS
• 21 Branches + Call Center
• 87% of Total Referrals
• Two week time period
• Hundreds of employees
• Included efforts of all frontline staff
•• 1 Teller Referral Class
• 13% Total Referrals
• 5 day time period
• 9 employees
• Employed less than 90 days
• Currently attending Teller Referral Sales
Training
IT WAS A SNOWY DAY IN SPOKANE, WASHINGTON…
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CMLIS LEGIT!
CML IS THE REAL
DEAL UM..DID SOMEONE SAY CML?
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Can I have some water? There is a fire in my belly!
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So who’s in?
BThe Breaking of Silos…
The Face & Voice The Heart Leadership
• Branch
• Call Center
• Mortgage Officers
• Financial Service
• Home Office • Executives
• Managers
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BTHE BRAND PROMISE INITIATIVE WAS LAUNCHED
600 +EMPLOYEES HAVE PARTICPATED AND ARE COMMITED TO THE INITIATIVE
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COACHING CONSISTANCY =
Next Stop…Reward and Recognition
Images by ThinkStock
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Increasing Member LoyaltyAugust, 2016
Service – Center of All We Do!
ServiceQuality
MoreServices
FinancialSuccess
BetterValue
Growth
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Scoring
How likely are you to recommend FPCU to friends and family?
• Net Promoter System– Promoter Example
• 9 and 10 80
– Passive• 7 and 8 10
– Detractor• 0 – 6 10
To calculate: (Total Promoters – Total Detractors)/Total Surveys
(80-10)/100 = 70%
History
Prior to 2012• Mystery Shoppers
• Member feedback via calls
• Quarterly results
• Not member specific– No follow-up
2013 and forward• Member feedback via e-mail
• Instantaneous results
• Specific to members– Includes relationship and channels used– Feedback with improvement comments
• Specific to channel used
• Measured by individual and team
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Measurement
• Transactions– Teller Transactions
• Phone– Bank by Phone– Contact Center
• Remote Services
• New Member• New Product
- Online - Mobile
- eBanking - ATM
Measurement
23 Areas Measured:• Most important to us
– Feel like a valued member
– Rep personally engaged
– Rep knowledgeable
– Products/Services easy to understand
– Overall satisfaction
– Inquiry/Problem resolved
– Timely communication
– Prompt Service
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ReportingJan Feb Mar Apr May Jun Jul Aug YTD
Total Branches 72.7% 75.2% 76.2% 65.6% 69.8% 74.0% 70.0% 61.5% 71.6%
PT 58.9% 53.7% 53.7% 41.3% 44.3% 60.4% 49.4% 45.0% 51.3%
Teller 70.4% 72.1% 75.8% 83.8% 68.4% 85.7% 77.8% 100.0% 76.3%
Platform 80.2% 86.3% 87.5% 75.6% 85.3% 84.1% 85.7% 77.8% 83.1%
Total ESOs 96.7% 90.0% 80.6% 90.0% 84.4% 78.4% 73.3% 100.0% 84.9%
Business Development 100.0% 100.0% 50.0% 100.0% 55.6% 66.7% 100.0% 0.0% 65.7%
Bank by Phone 25.0% 60.0% 57.1% 55.6% 71.4% 72.7% 87.5% 100.0% 62.5%
Contact Center 74.0% 84.1% 86.5% 77.3% 71.1% 88.2% 91.7% 50.0% 80.4%
Total Contact Center 67.2% 81.6% 81.8% 73.6% 71.1% 84.4% 90.9% 55.6% 77.5%
ATM 60.0% 0.0% -33.3% 66.7% 50.0% 47.1% 37.5% 100.0% 45.2%
Mobile Banking -40.0% 63.6% 0.0% 38.5% 58.3% 55.9% 65.5% 50.0% 50.9%
Online Applications 100.0% 62.5% 87.5% 53.3% 14.3% 60.0% 66.7% 58.9%
eBanking 50.0% 20.0% 66.7% 56.8% 71.2% 62.0% 50.6% 8.3% 52.9%
Total eServices 43.1% 32.8% 64.1% 52.3% 64.1% 60.2% 55.3% 18.8% 53.1%
Consumer Lending 95.0% 90.9% 81.3% 86.8% 94.1% 96.3% 91.2% 91.7% 90.8%
RE Lending 82.1% 100.0% 93.8% 100.0% 81.3% 93.1% 96.2% 100.0% 91.5%
Investments N/A 100.0% 0.0% 100.0% 100.0% 100.0% -100.0% 63.6%
Total Support 89.7% 95.1% 84.8% 91.1% 88.1% 94.7% 90.2% 95.7% 90.4%
Total FPCU 72.8% 71.9% 76.4% 69.8% 72.7% 73.3% 70.2% 66.0% 72.2%
PT 58.9% 56.1% 54.3% 43.8% 45.6% 60.2% 47.8% 47.6% 51.9%
Teller 72.4% 72.7% 72.9% 86.0% 64.3% 81.5% 80.0% 33.3% 74.8%
Branch Platform 80.2% 86.3% 87.5% 75.6% 85.3% 84.1% 85.7% 77.8% 83.1%
ESO 96.7% 88.9% 81.4% 88.9% 89.5% 80.0% 81.5% 100.0% 86.6%
Heart of Organization 68.7% 63.7% 76.3% 71.0% 73.5% 71.9% 69.8% 64.7% 70.5%
Accountability
• Detractors (Passives and Promoters with Improvement Comments– Called within 24 hours
– Closed within 72 hours
• Goal of 75%– Individuals <70% = Accountability Plan
• Rep personally engaged• Feel like a valued Member
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Accountability
• Incentives– Managers
• 100% = $250• <70% = 10% Decelerator on Monthly Incentive Earned
– Individuals• <70% = 10% Decelerator on Monthly Incentive Earned• >80% = 10% Accelerator on Monthly Incentive Earned
How Changes Effect Score
HB Transformation & Branch Relocation
Online Upgrade
Brea Transformation
CarePoint Merger
Orange Transformation
WH Transformation & Branch
Relocation
Compton Merger
SD Medical Merger
Southland Savings Merger
Downey Transformation
SD Medical Transformation
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Feedback Received
Response Receive Date
Trans Date Likelihood to Recommend
Feel Like A Value Member Likelihood to Recommend First Name Likelihood Satisfaction
08/10/16 07/26/16 10 Great servoce
08/09/16 08/01/16 10 10 Completely agree Very helpful fast resolution and very friendly 10
08/04/16 08/03/16 10 10 Completely agree Because customer service and follow up was exemplary
10
08/04/16 08/03/16 10 10 Completely agree The personal service 10
Response Receive Date
Trans Date Likelihood to Recommend
Feel Like A Value Member Likelihood to Recommend First Name Likelihood Satisfaction
08/01/16 07/11/16 5 3 Send my atm card 9
08/02/16 07/11/16 10 10 Completely agree happy with customer service 10
08/15/16 07/11/16 10 9 10
08/10/16 07/13/16 9 9 The Lady who help me was so polite. And professional
9
08/13/16 07/22/16 10 10 Completely agree 10
08/10/16 07/25/16 10 Awesome
Response Receive Date
Trans Date Likelihood to Recommend
Feel Like A Value Member Likelihood to Recommend First Name Likelihood Satisfaction
08/12/16 08/11/16 10 10 Completely agree 10
08/12/16 08/11/16 10 10 Completely agree The employees, especially Carla, is the reason why I would recommend Financial Partners.
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Member Experience Committee
• Members
• Meet Weekly• Review trends
• Comments• Implement changes to improve Member Experience• Review abandonment, uptime, turn time, wait time, etc.
Chair: VP- Sales and Member Service CEO
SVP/Chief Lending Officer SVP – eServices / Ops.
SVP – HR / L & D VP – Chief Information Officer
VP – Investments & Ins. VP – Contact Center
Director – e Services Director – Branch Operations
Manager – Personal Teller Center
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Member Experience Committee
Member Experience DashboardEOM, June, 2016
Call Abandonment
Service Measurement CollectionsConsumer Lending
Contact Center
Loan ServicesMortgage
OriginationMortgage
ProcessingSupport Services
Card ServicesTotal Calls to
CUBank By Phone
Calls Offered 1,385 3,026 19,967 1,128 327 3 1,851 2,089 29,776 23,913Calls Handled 1,343 2,831 19,063 1,085 292 2 1,669 1,876 28,161 23,913Calls Abandoned 31 96 897 32 27 0 82 170 1,335 0Abandonment 2.24% 3.17% 4.49% 2.84% 8.26% 0.00% 4.43% 8.14% 4.48% 0.00%
Personal Teller Center
# of Sessions # of Trans. Avg. Wait TimeAvg. Session
TimeHours Worked
Avg. Sessions Per Hr
Avg Trans Per Hr
Referrals
13,018 22,722 0:14 0:03:05 1,622 7.94 14.39 307
Contact Center
# of Calls Offered # of Trans. Avg. Wait Time Avg. Call Time Hours WorkedAvg. Calls Per
HrAvg Trans Per
HrReferrals
19,967 5,519 00:24 0:04:20 2,034 7.40 11.56 418
RE Turn TimesAverage Turn Times 1st Mortgage Fixed 2nd HELOC
Daily 38 36 3130 Day 41 37 29YTD 37 31 27
Target 30 15 15
Consumer Direct Pull Through MTD Results
Branch 67%ESO 56%
Loan Advisor 47%
Gap Sales >/=90% LTV 51%MBI Sales % 19%
Debt Protection % 10%
Website Response TimeAverage Response Time
(Seconds)Uptime
1.51 99.90%
Why?
ServiceQuality
MoreServices
FinancialSuccess
BetterValue
Growth
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Questions?
Thank you!Laurie Tyler
Questions?Increasing Member Loyalty
CUNA Council Roundtable
Carie PickettNumerica CU
509-343-7838
Kalei ReederNumerica CU
509-340-6343
Dan McGar
SAFE [email protected]
916-971-2227
Laurie Tyler
Financial Partners [email protected]
562-904-4261