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.

1. Top 6 Steps to Increase
Workforce Utilization
With 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 employee’s productive time against
hours available/paid per their intended role.
• Example: The amount of time a teller spends processing
transactions on the teller line.

5. Difference in other industries and FIs can be caused by
outdated staffing models where workforce utilization
numbers are often below 72%.

6. Vast majority of FIs are not closely managing WFU
through 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 Performance
Management Information, like the workforce utilization
percentage.
• Can lead to significant expense
management enhancements
• FMSI’s recommended benchmark
is a WFU of 75% or higher.
• Processing Hours ÷ Available/Paid
Hours = Workforce Utilization %

8. • Are you currently utilizing workforce utilization
reporting in the branch environment?
– Yes
– Yes, but on a limited basis
– No

9. The following is a workflow demonstrating the process of
preparing “monthly” WFU reports.

10. The 2011 study encompasses over 10,000 financial services
employees at over 1,000 branches from March 2011 through
May 2011.

11. 68% reduction in EWFW via better scheduling that led
to the following retail branch improvements:
• 39% increase in Productivity (TPH)
• 26% decrease in Labor Cost per Transaction
figure 2.1 figure 2.2

12. The below charts represent the difference in non-
volume/idle time hours between three groups in the FMSI
WFU Study.
28% Non-Volume/
Idle Time
36% Non-Volume/
Idle Time 18% Non-Volume/
Idle Time

13. • What percentage of time would you estimate
your tellers spend on non-volume activities?
– 50% plus
– 40-49%
– 30-39 %
– Less than 30%

14. Standard Performers—FMSI Client—WFU 78.7%

15. Low Performers - FMSI Client — WFU 54.8%

16. We began working with The Teller Management System™
in 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-time
versus 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 an
opportunity to practice and participate in TMS online
training courses
• Rollout in March of 2009 included several face-to-face
training sessions
• June of 2009 rolled out Scheduler Training.

19. Initial TMS Management Approach
• Managing to the transaction per hour (TPH) metric—
recommended 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 Workforce
Utilization 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 execute
your workforce optimization initiative:
• Manage the project through internal resources
• Outsource this function to a professional and specialized
company 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 about
their role.
• Does your data indicate the expectations of how
each role should be utilizing time?
• Outline clear expectations for platform staff to focus
on sales activities and not teller transactions.

24. • What are the tellers doing when they are not
processing teller area transactions?
• Is it work that adds value to the organization,
branch, and/or customers/members?
• Am I scheduling my employees as efficiently as
possible to meet the volume needs?
• Does the actual WFU percentage meet your
expectations for that employee or that specific
position/role?

25. Financial institutions will increase the WFU percentage
through better forecasted scheduling to historic volume
trends and traffic flow needs.

26. Streamline or reallocate some of the teller line ancillary
responsibilities that may be taking too much time and
keeping 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 of
higher transaction volume will reduce excess waiting for
work (EWFW) time; or the idle time tellers are waiting to
process transactions.

28. • Significant gap in the revenue per year, per employee gap
in FIs compared to other industries.
• Caused by a lack of focus on both optimizing staff utilization and proper
scheduling.
• As you improve your WFU percentage through better scheduling, your
non-volume related activity and idle time will go down and your
volume related activity will go up.

29. • Make more informed personnel, scheduling, and
branch hours of operation decisions.
• Effectively manage towards better service level needs
of account holders.

30. • It is now more important than ever for bank and credit union
management to pay closer attention to their staffing levels.
• Labor cost savings associated with a focused and dedicated
workforce optimization program for teller-lines has become
too great to ignore.
• Utilize comparative performance data/benchmarking of other
FIs to see how you compare.
Average Labor Cost per Transaction – Consisting of
Nationwide Financial Institutions of All Sizes

31. Financial institutions that implement an initiative that
helps them validate and manage teller labor costs –
will achieve great indefinite cost savings.

32. FMSI has assisted over 600 financial institutions nationwide
in optimizing their branch networks through applying Actionable
business intelligence from the analysis of transaction data.
– Learn more at www.fmsi.com, or call 770.619.3443