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E-Learning Customers Love Our New Self-Service Analytics Reporting Solution

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Bersin by Deloitte has recently published a case study profiling the Omega Performance Training Analytics Reporting solution. Bersin by Deloitte is a world-class analyst organization dedicated to Research and Advisory Services in Enterprise Learning and Talent Management. Their case study highlights the technical path our Learning Technologies team took on to achieve a robust, self-service reporting feature for clients that utilize our e-learning platform. Now empowered with near real-time access to all enterprise, group, and learner data, Omega Performance clients are enabled to make better business decisions.

At the core of our Training Analytics Reporting solution lies our top goal – our customers should be able to maximize their benefit of Omega Performance training solutions. To increase our effort in this direction, we continue to work with NetDimensions, our learning management system (LMS) partner, to present a highly efficient reporting mechanism to all our customers.

This case study:

• Explains the challenges that precipitated Omega Performance’s decision to evolve its processes and solutions
• Examines the technical path Omega Performance went through to develop the new solution
• Explores how Omega Performance’s clients are able to use the new solution to improve productivity and decision-making

Read the case study here

DOWNLOAD THE CASE STUDY
Bersin by Deloitte Report on Omega Performance’s E-Learning Training Analytics

When Bersin by Deloitte sought to put together a case study on the use of analytics in training, Omega Performance’s Training Analytics Reporting platform became the subject of their latest publication. Read this white paper to learn how e-learning analytics provide our customers with insightful training data that improves productivity and decision-making.

The post E-Learning Customers Love Our New Self-Service Analytics Reporting Solution appeared first on Omega Performance.


Developing Training Excellence: Innovations in Technology and the Learning Experience

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Throughout 2015, the curriculum design and technology teams at Omega Performance have been hard at work rolling out new course content and innovating our technical infrastructure to add value to the world class training our customers have come to expect of us.

In this day and age, you should expect no less than unfettered access to all of your training data – we delivered on this by rolling out our new Training Analytics Reporting Platform. Our e-learning clients now have self-service access to data covering the entire training lifecycle – providing an intuitive interface for retrieving information on course progress, test performance, and enrollments at the corporate, group, and individual learner levels. Bersin by Deloitte developed a case study on our self-service solution, you can read it here. This intuitive Analytics interface has also allowed our own learning technology team to pull together benchmarking data on our core credit skills courses – these benchmarking reports bring together data from our global client base of banks, credit unions, and non-bank financial institutions around the globe.

The same modern challenges that prompted us to develop an open data approach to our e-learning offering, led us to develop Skills Application Labs (SALs), the evolution of the traditional workshop. Now, when our clients put their people through Omega Performance training – they benefit from a fully blended learning experience where students start by gaining fundamental skills through interactive, self-paced e-learning; and, follow up by participating in live, facilitator-led sessions where they focus on applying skills, rather than traditional skill instruction. Since we rolled out SALs in 2014, customer feedback overwhelmingly applauds the blended learning experience, citing substantial increases in staff engagement and skill retention. » Learn more about Skills Application Labs.

We are grateful to our loyal customers for helping us execute on our dedication to innovating learning and development best practices for the banking industry. These innovations ensure that we’re delivering our customers the highest caliber of training content through the most impactful learner experience models. Further, we’re honored to play a part in solving the rising global banking industry’s need to reduce credit risk, while increasing sales and overall institutional growth. Realizing particularly sharp demand to fill a large skill gap in the Indian banking sector – we’re happy to report that we opened up a new office in the financial hub of Mumbai.

Omega Performance TwentyEighty_tagline_CMYK smallAlong with this organic growth – we are proud to be a part of TwentyEighty as it continues to expand as a world leader in workforce learning. Dedicated to innovating workforce learning, TwentyEighty brings together decades of research and training industry experience by joining some of the world’s most highly regarded training brands such as MHI Global, VitalSmarts, TwentyEighty Strategy Execution, and Forum. » Learn more about TwentyEighty.

Stay tuned to our blog for new course updates and fresh content from our training and banking industry experts, and if you haven’t seen it yet, watch our newly released video that provides an overview of our three training curricula.

The post Developing Training Excellence: Innovations in Technology and the Learning Experience appeared first on Omega Performance.

Proud Partners of the BTCI Banking and Finance Innovation Conference, Hanoi, Vietnam.

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We are consistently looking out for opportunities to collaborate with regional organisations that are committed to raising the standard of banking professionals. Hanoi-based Institute of Manpower, Banking and Finance (BTCI) organized an annual banking conference on 9th October 2015 in Hanoi- with the theme of Banking & Finance Innovation. The event attracted 300 local bankers across all segments of banking (consumer, commercial, and corporate).

At the conference, speakers talked about matters concerning Vietnam’s banking sector – technological innovation amidst the context of the Trans-Pacific Partnership being signed, and the ASEAN Economic Community (AEC) integration approaching.

The host speaker, Mr. William Anthony Jennings, Vice Chairman and acting CEO of BTCI, acknowledged that in recent years Vietnam has seen huge improvements in its banking sectors of which innovation in providing services has been a top priority. Mr. Jennings added that Vietnam’s banking sector has continued to see development in retail banking. Government pressure on restructuring in the sector has encouraged banks to offer competitive new products, improvements in operational processes and procedures, and focus on developing high-quality human resources.

One of the speakers, Mr. Douglas Jackson, Partner and Managing Director of the Boston Consulting Group (BCG), added that since the first ATM was installed by Barclays in the country, which conducted simple banking transactions, digital banking has developed rapidly and provides much more complex services. Today, customers can perform an array of banking activities online. The development of technology has seen costs fall significantly, and the banking sector can easily take advantage of innovation to develop new services with the support of pioneering technology.

In regards to the gap between the application of technology in foreign banks and local banks, Mr. Jackson further added that it is understandable because Vietnamese consumers are yet to fully adapt to digital banking activities, while the cost of internet use remains relatively high and e-commerce is still in the early stages of development. In order to improve the application of technology in the near term, he suggested banks invest more and gain a deeper understanding of consumer behavior. They need to identify which digital banking services are needed in daily life.

Omega Performance has been working with BTCI, to study and analyze how Vietnamese banks can appropriately use our blended training framework to maximize their employee skills. Our banking clients in Asia-Pacific are increasingly interested in training their retail lenders to have a common platform vis-à-vis the bank’s commercial and corporate bankers to create and sustain a consistent credit culture.

BTCI - Banking Conference in Hanoi - Oct 2015 - Pic 1


 

The post Proud Partners of the BTCI Banking and Finance Innovation Conference, Hanoi, Vietnam. appeared first on Omega Performance.

How Can You Create the Ultimate Emotional Connection with Your Customer?

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shutterstock_302406644Customer is king – that fact has been a constant regardless of your business. But treating customers like royalty has taken on even bigger meaning for the banking industry in recent years. Consumers typically choose their financial institutions based on which one has the best interest rate, most convenient location or the most robust technology so they can bank anywhere at any time. Control is completely in the consumers’ hands, and loyalty is virtually nonexistent.

Successful institutions, however, are those that create deep, meaningful connections with their customers – where engagement levels are high – which leads to increased loyalty. So how can a financial institution become a customer-focused bank by creating emotional connections with their customers? I believe there are three crucial steps they can take to achieve this:

1. Anticipate the customer’s needs. The fact is, people are much more informed than ever before, and they are more savvy about their financial needs. Your challenge is in finding the path to engage with customers to better understand not only what they need today, but what they will need in the future. In essence, to help them discover or anticipate needs they didn’t even know they had.

2. Personalize customer relations. Banking today is no longer all about the transaction; it’s about having meaningful conversations so you can provide added value, and help to solve the challenges of your customers. Your solutions must distinctly solve their needs, and at the core of this is your people making personal connections with your customers.

3. Deliver superior service. Providing an excellent experience gives customers another reason to come back to you and spread the word about what you have to offer. When you have loyal customers, growth follows.

Bankers must cultivate true engagement with their customers, but they must view this as an investment, rather than an expense. Financial institutions can drive growth by teaching their people how to have meaningful conversations and create emotional connections with their customers.

To learn more about how bankers can improve their retail success, don’t miss our upcoming webinar “How to Connect with Retail Banking Customers on a Deeper Level,” on Friday, November 13 from 1:00pm to 1:30pm EST. Click here to learn more.

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The post How Can You Create the Ultimate Emotional Connection with Your Customer? appeared first on Omega Performance.

Connecting with Your Customers: A Q&A with Kelly Stroble from Yadkin Bank

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Kelly Stroble is the Director of Learning and Development for Yadkin Bank, the largest independent and community bank in North Carolina. She has more than 30 years of experience in the field of L&D within the banking industry, and she specializes in sales, services and leadership development.

I had a chance to sit down with Kelly and get her views about some of the major issues individual banks are facing today. This is the first part of our conversation.

Q: From your perspective, what do you think are the biggest challenges facing banks today?

Kelly Stroble: The answer really hasn’t changed too much over the years. In the small community banking environment, I think the main challenge is trying to figure out how to compete with our larger competitors and still maintain that sense of community. And as banks go through mergers and acquisitions, another big challenge is maintaining the bank’s individuality – letting our customers and employees know we are still interested in the people component of the transaction. At the same time, we need to figure out how to truly compete from the standpoint of return on equity, return on the investment we make on learning and development, and efficiency. Just like everyone else, we’re trying to do a whole lot more with a whole lot less in a much more regulated and competitive environment.

Q: As regulation increases, what can banks do to gain a competitive advantage?

KS: What we need to continue to strive for is figuring how to connect with each individual customer or client in a manner that not only builds on the relationship after the initial need is met, but provides and creates an opportunity to expand that relationship over time. Online banking is so much more prevalent than in years past, so when you get an opportunity with a customer sitting right in front of you, somehow you think you have to get every single thing done right away. And in some cases, that might work. But in most cases, it’s more like going out on a first date. You’re not going to try and learn everything about a person on a first date, nor should you feel you’re going to learn everything about customers the first time they come in to open an account. But you should create enough of a connection that you learn something and build off of that opportunity to have a second date.
Banks must also figure out how to create a sustainable, long-term, loyal relationship that is so inviting that customers actually want to come into the bank. Coupled with that, we need to have such creative and innovative websites that are easily accessible, interactive and intuitive so that someone choosing to do their banking that way is going to create, in some manner, a sustainable relationship as well.

Q: So what are some of the key ways bankers can make deeper connections with their customers?

KS: There are a couple ways to answer that question. One, the individual banker must understand how to build a relationship, connect with the customer and have a questioning strategy that they are very well versed in if they’re going to be exploring financial needs. Bankers need to have mastered a questioning strategy that uncovers what the needs are, and then they have to be extremely well versed in the products and the specific features of those products. So it should be a very fluid conversation, and there is a skill set an individual needs to have to do this.

The banker also needs to have a strategy ready if there is push-back from the customer. Hopefully, they are so well versed in their conversation questions that there is little push-back, but it does happen. When it does, they need to be ready to close out that conversation and create an opportunity for future conversations. The whole concept of having a listening strategy and being able to match the product or service that fits the customer’s needs — that is a key skill set. This is a behavior individual bankers need to possess.
Q: What else can they do to build lasting relationships?

KS: There has to be a coaching culture in the company that supports growth and development in those behaviors. This is where having a consistent and accountability strategy comes into play. Once these bankers learn these valuable skills, it’s important that someone is observing them and providing feedback and training opportunities so they have a chance to gain more skills, and that it’s done on a fairly frequent basis. If you’re going to gain any traction with performance, you need to provide feedback once or twice a week with your bankers so they feel very comfortable having those conversations. A key component is this strategy must come from the C-Suite on down. If it doesn’t, if it’s sort of a grassroots, ground-level concept you’re trying to push up through the organization, it will not be sustainable over time.

The post Connecting with Your Customers: A Q&A with Kelly Stroble from Yadkin Bank appeared first on Omega Performance.

Creating a Successful Sales Culture Will Deepen Customer Connections

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In looking at the retail banking industry today, we see three major challenges that banks must address in order to be as successful and as profitable, as possible.

Think of these challenges as loose, shaky floorboards; rather than stepping on to more solid ground, we’re going to purposely “bounce” a few ideas on these loose floorboards, because we believe that you need to better analyze the challenges and find the path to making your organization more secure.

Based on conversations we had with many of our customers throughout the year, we identified the following top challenges:

  • Creating a consistent sales culture
  • Improving efficiency ratios while doing more with less
  • Understanding sub-sets within the market to meet the needs of every customer and capture pockets of opportunity

Today, let’s look more closely at the issue of sales culture consistency.

Constant organizational change as well as ongoing mergers and acquisitions are wreaking havoc on the concept of a single approach in bank organizations, and it’s affecting your customers, too. Having a singular voice and the right sales and services culture will allow you to better pinpoint new opportunities within your existing market.

To ensure you have one voice and a consistent sales culture, answer these questions:

  • First, do you know what’s happening during your employees’ interactions with your customers? Some months back, a research group asked senior managers what percentage of customers would say their bank provided excellent customer experiences. Managers thought the number would be around 90 percent; when the research company went directly to the customers, they cited the number as below 10 percent. Could this be happening at your bank?
  • Second, do you have a clearly defined vision and strategy for the newly combined organization (assuming you were part of a merger or acquisition) and, if so, are you communicating that vision throughout your organization? Why is this important? Perhaps you will find your organization in this story: Several months ago, we were working with a customer in the northeast and, during one of our early planning sessions with the leadership team, I asked if they were united on the bank’s vision and strategy. They assured me they were, so I asked each of them to write out their vision statement and strategy behind it. What do you think I got? That’s right – seven different answers on vision and seven different answers on strategy. This team quickly realized that if they couldn’t agree on vision and strategy, how could they expect their people do the same? This is where the inconsistency lay for them.
  • And finally, do you have the necessary rigor around sales skill development, coaching and reinforcement? It’s important to remember that communication and consistency is going to lead to greater efficiency and effectiveness. This simply cannot be ignored.
    If you answered no to these questions, you’re not alone. The key to creating a consistent sales culture is implementing a culture of skill development, coaching and reinforcement.

To learn more about this and the other two major challenges facing banks today, listen to a replay of Omega Performance’s latest webinar about creating meaningful, deeper connections with retail customers.

The post Creating a Successful Sales Culture Will Deepen Customer Connections appeared first on Omega Performance.

Connecting with Your Customers Part II: A Q&A with Kelly Stroble from Yadkin Bank

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Kelly Stroble is the Director of Learning and Development for Yadkin Bank, the largest independent and community bank in North Carolina. She has more than 30 years of experience in the field of L&D within the banking industry, and she specializes in sales, services and leadership development.

I had a chance to sit down with Kelly and get her views about some of the major issues individual banks are facing today. In my previous post, we discussed ways bankers can make more meaningful connections with their customers. We continue this conversation with the second part of our Q&A with Kelly.

Q: Can banks focus too much on the people side of the equation?

Kelly Stroble: If you look at most studies, traditionally community banks score very high in terms of social, friendliness, being nice and welcoming. However, in most cases people would not go to a community banker for advice on their finances. People just don’t perceive community bankers to be as professional or have the capability to offer sound advice. That right there will make the difference between a highly effective bank that will grow organically over the long term sans acquisition verses a bank that will be successful because it is focusing on the numbers but doesn’t understand the customer the way it should. So there are two sides — pushing product and actually being nice and friendly. But there’s a spot in the middle where bankers need to cross over and understand their product, understand the right product for the customer and understand you also have to build an emotional connection throughout that process. I think we’ve seen banks come and go that focused too much on the numbers and not enough on the people, and we have community banks that struggle because they focus too much on the people and not enough on the numbers. It’s a balancing act, and the banks that do it well are going to be the banks that are successful and effective over the long term.

Q: So what are the most critical steps banks need to take to get new bankers up to speed in the most efficient and effective manner?

KS: I’ve seen programs that are up to eight weeks long, and in some larger banks they may be even six months long to get a personal banker or branch manager up to speed. There are so many categories in which they need to be skilled at and competent in, such as operations. They have to fully understand the systems, policy and procedure and regulation so when they are doing the tactical work of opening an account, they can do that without violating any regulation, policy or procedures that could cause blowback. In addition to having skills in those areas, they also have to be salespeople. The companies I have worked with in the past, we actually made it a habit to pluck someone out of a retail environment who was really good with customers and relationship building that we could train to be bankers. It’s very challenging to train a banker to be a salesperson if they are not inclined that way because it takes more diligence on a coach’s part to get them where they need to be. If you’re talking procedures, policy and systems, people tend to pick that up much more quickly.

Q: So it’s a long-term commitment – not just check the box and move on?

KS: What’s interesting is you can theoretically train someone in a week or two on your systems, your policies and your procedures. But we build in this whole concept about how to connect with the customer as part of that process because that’s the link that builds the relationship and the loyalty.

NOTE: To learn more about how bankers can make meaningful customer connections, listen to a recent webinar from Omega Performance.

Our second webinar will give you a banker’s perspective on retail banking. Hit the register button to register for our second webinar.

Register for the Webinar

The post Connecting with Your Customers Part II: A Q&A with Kelly Stroble from Yadkin Bank appeared first on Omega Performance.

Connecting with Your Customers, Part III: A Q&A with Kelly Stroble from Yadkin Bank

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Kelly Stroble is the Director of Learning and Development for Yadkin Bank, the largest independent and community bank in North Carolina. She has more than 30 years of experience in the field of L&D within the banking industry, and she specializes in sales, services and leadership development.

I had a chance to sit down with Kelly and get her views about some of the major issues individual banks are facing today. In my previous post, we discussed ways bankers can make more meaningful connections with their customers. We continue this conversation with the third part of our Q&A with Kelly.

Q: As people do more and more of their banking online, how important is it for banks to invest in training?

Kelly Stroble: It’s critically important – more important than ever. Let’s say people have decreased their in-person bank visits by 20 or 30 percent because of online banking activities. When those customers come into the bank – when you actually have them in the seat in front of you – if the banker is not fluent in conversational behaviors, you will lose a crucial opportunity to grow your business. It’s so critical to leverage that in-person meeting, and you must be extremely skilled in conversation because you don’t know if and when you’ll get another opportunity with those customers.

Q: Is it easier for community banks to establish these deep relationships?

KS: I’ll tell you something that I find interesting about bankers who work in small communities and have been in the business a long time. They tell me they don’t have to meet face-to-face with their customers because they know them so well. And I will ask questions like, “When was the last time you saw them in person, and what type of life event could have occurred in that year that you don’t know about?” Any time there’s a life event that changes, there’s an opportunity for us as a bank to reach out to that customer to ensure that the life event evolves, matures and blossoms into what they want it to be. Conversely, if it’s not a positive life event, such as a death in the family, we want them to be thinking of us as the people who are going to hold their hand through the process. You just can’t always assume that you know everything about everybody just because you live in a small community, and I run into that a lot.

Q: Let’s talk about Millennials. How can banks attract and engage with this demographic when all they’ve known is the digital age?

KS: Let me tell you a little story before I answer the question. I was teaching a class recently and I had a couple of Millennials attending it. We were talking a little about their approach to the work environment versus a Baby Boomer’s approach. I said you have to understand what Boomers have gone through with their parents growing up through the Great Depression, and they had the Vietnam War plus a lot of changes both socially and with technology. It was very interesting what she said to me. She said, “You have to understand we’re coming out of a 9-11 environment and the wars in Iraq and Afghanistan. We’re coming out of an environment where everything can be taken away from you in a minute.” That was really eye-opening to me. So, I think Millennials tend to be loyal over time when you connect with them and make them feel safe and secure. They think their world is going to be yanked out from under them at any moment. They’re looking for somebody to give them a peace of mind, that stability that we’re going to be here for the long haul.

With that in mind, banks need to figure out how to attract them. They don’t just want a site to log in to in order to conduct their business. They actually want more than that because of what they’ve been through as a generation.

NOTE: Learn how banks can use their people to increase ROI by joining Omega Performance on Dec. 15 for the second installment of a webinar series that focuses on how bankers can make meaningful customer connections.

Register for the Webinar

The post Connecting with Your Customers, Part III: A Q&A with Kelly Stroble from Yadkin Bank appeared first on Omega Performance.


Developing Your People to Create Better Efficiency

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This is the second in a three-part series on what we see as the major challenges that banks must address in order to be as successful and as profitable as possible. Earlier, we talked about creating a consistent sales culture in the bank. Today, we’ll focus on how banks can improve efficiency ratios while getting more out of their people.

We recognize that banks need to do more with less. Bankers are being forced to reduce their costs and, at the same time, grow revenue. The only way banks can make this happen is to get more out of its people. They have to find ways to make sure they’re working on all cylinders all the time.

To make the best of this situation, you must:

      1. Have a staff that can make split-second decisions about prioritizing their time.

    2. Make sure your best people are working with your best customers or those who have the potential for revenue growth.
    3. Think about efficiency with respect to the 360-degree view (also known as the enterprise-wide approach).

    Simply put, this is all about optimizing every opportunity and meeting more of your customers’ needs. Bankers must be ready each time they greet a customer in the lobby or pick up the phone. They need to know how to make meaningful connections with their customers, know their needs and anticipate what will help them in the future.

    In other words, they need to be more prepared than ever because every opportunity is a chance to increase efficiency and impact the bank’s bottom line.

    At the same time, banks must have a plan to develop under-performing employees to make them more like their top performers. This is about discovering what makes your best people good at what they do, and then using that insight to teach everyone in order to drive performance. Remember: to improve your efficiency, mediocrity is not an option.

    To learn more about this and the other two major challenges facing banks today, and how you can turn these challenges into opportunity, listen to a replay of Omega Performance’s recent webinar

    The post Developing Your People to Create Better Efficiency appeared first on Omega Performance.

Crucial Conversations and Customer Loyalty

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Curcial Conversations Blog PostThe banking industry has entered an era of mature markets, complex regulation, and intense competitive pressure. Customers have more choices than ever before, and their loyalty has become a precious asset. So exactly what drives customers’ loyalty?

VitalSmarts, a TwentyEighty company, has conducted a series of three research studies involving 5,300 customers and 700 bank employees to learn what drives customer loyalty. Our approach was to examine customer defections.
The first study examined the factors that influence selection. We found customers choose their bank based on convenience and reputation.

The second study explored defection. We found customers leave their bank because of bad interpersonal interactions. Surprisingly, we found that just four crucial conversations incite the majority of customer defections. Bank employees that master these four conversations drive customer loyalty. Those that don’t, drive customer defection.

The Four Crucial Conversations that Drive Customers Away
1. You see me as a transaction not a relationship
2. Your policy is more important than my problem
3. Guilty until proven innocent
4. “Sorry” seems to be the hardest word

The final study examined the challenges that cause bank employees to mishandle these four crucial conversations. Again we found that a small number—just five—internal challenges lead to the vast majority of bad interactions. Bank leaders who handle these challenges drive customer loyalty. Those that don’t, live with customer defections.

The Five Internal Challenges that Lead to Bad Customer Interactions
1. Overwhelmed and missing help
2. Missing information
3. Left out or shut down
4. Disrespected by a customer
5. Performance problems

Mastering these Crucial Conversations and Internal Challenges is within your reach. Let us help.

Register for the Webinar

The post Crucial Conversations and Customer Loyalty appeared first on Omega Performance.

Leading the Way to a Strong Credit Culture

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Vicki Gwin has been a part of the Omega Performance team for more than 25 years and is currently a senior consultant with the company. Previously, she has served as Vice President and Manager of credit and commercial products for more than 10 years. During her time at Omega Performance, Gwin has assisted hundreds of financial institutions by helping to improve performance of their people. She has managed the development and delivery of dozens of credit training programs using various media. She is the author of the Omega Performance e-books, “What Now? Critical Changes Financial Institutions Must Make in the New Credit World” and “Diagnosis: Cash-Ache, Analyzing Business Borrowing Causes.” Gwin also has 15 years of experience as a lender and executive with several major banks.
We recently sat down with Gwin to get her opinions about how banks can get the most out of credit culture to drive business results. Here’s what she had to say.

Q: What role does leadership play in having a strong credit culture?

Vicki Gwin: With regard to credit culture, the role of leadership is to really establish and reinforce the expectations of behavior when it comes to the application of skills, when it comes to the process that is applied and when it comes to the conventions that are used to analyze risk. Leadership establishes a common approach to credit risk, but doesn’t dictate what individual credit judgments should be.
The role of senior management is probably one of the most important in that process insofar as senior management sets expectations and acts to move things toward a certain direction. That direction can be based on existing norms and practices or it can be something new. Senior leadership can encourage and promote a more consistent set of approaches within an organization, and that’s really a large role that leadership can play. It’s not so much trying to force everyone to make the same decision or establishing structures and rules that everybody has to follow; it’s more about providing a high level of guidance because effective cultural leadership is not dictatorial.

Q: Are there key traits that leaders should possess when looking to build or change credit culture?

VG: I can’t really say there are key traits for credit culture leadership that are any more important than those for other organizational leaders. However, it certainly doesn’t hurt for the leadership of a credit culture to have been brought up or spent part of their career on the credit side of a financial organization. The strongest leaders of credit culture tend to be credible because they have their own personal background in that area of the institution. So, what’s necessary is an appropriate amount of respect for that function, and there are certain people who have that amount of credibility who can then model the best practices. The best quality is to have experience in risk management or credit analysis and model the practices to influence the behavior of people.

Q: How does organizational structure impact credit culture?

VG: I think organizational structure can help a credit culture by getting out of the way, to put in bluntly. There are many times when the sensible direction for credit culture, development and risk management may be inadvertently stymied by organizational structure, the way certain practices are restricted because of the organization. It’s the same way that little fiefdoms are constructed within the organization and that creates conflicts between departments. Here’s an example: In some organizations, the operating side of the organization is separated from the sales side, which is separated from the risk management function. Operations has all the administrative duties, which includes handling all the transactions. Sales maybe has a few key people developing new business, and the credit people are in the background. When you define everyone’s roles and put each function in their own silo, you probably think that this is more efficient because you have specialists working in these areas. However, in order to really achieve cohesive set of norms, all of those units really have to function in a coordinated, efficient way. In order to create an overall consistent cohesive credit culture, I think you need to help people get out of each other’s way so that there’s not a sense of proprietary in certain departments that prevent things from happening. And it shouldn’t just be credit focused. It can be more sales focused. Or it could be more balanced. For example, the credit function should know the sales drivers of an organization, and that achieves a better balance between departments.

The post Leading the Way to a Strong Credit Culture appeared first on Omega Performance.

Making Training a Top Priority at Citizens Bank

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Tom Earley is the Senior Vice President and head of Colleague Development for Business Banking at Citizens Bank, which is part of Citizens Financial Group, Inc. Citizens Financial Group is one of the nation’s oldest and largest financial institutions, with $132.2 billion in assets as of Dec. 31, 2015. Headquartered in Providence, R.I., Citizens offers a broad range of retail and commercial banking products and services to individuals, small businesses, middle-market companies, large corporations and institutions.

In his role, Earley ensures the bank’s relationship managers have the skills needed to effectively serve the bank’s customers. He spoke with me recently about how Citizens Bank’s training program impacts the business.

Q: What are a few things that you’re most proud about working at Citizen’s Bank?

Tom Earley: First off, I’m very proud of our leadership, particularly in the Business Banking sector. We have some outstanding visionary leaders that understood, in this market and in this economy, the need to increase the business acumen of our relationship managers and our calling officers so that when they would engage customers or prospects, they would bring value to the discussion. In order to get to that value, they quickly understood that increasing the business fluency and competency of our calling officers was primarily job one. What will make us stand apart is the rich interaction between our calling officers and our customers to provide solutions.

Q: So what is the impact of your calling officers using their training and immediately putting it into practice?

TE: Since our engagement with Omega, we have heard of colleagues taking the Omega modules, finishing up a module and immediately engaging a customer in a conversation around the material they just learned. I can point to several colleagues that have done that and have shared with me their stories. What’s so exciting for us is that they see the road relevance. They see the fact that the company has invested in their knowledge. They went through the modules – the modules are very well crafted and challenging. Once they worked through the modules, they found applicability that they could go back out and ask their customers if they considered what they just learned or reviewed. I’ve heard that several times. We have three basic work groups — relationship managers, business banking officers and we have relationship managers for our larger customers. We just finished some roundtables and some skills application labs with our relationship managers and business banking officers. Now, I have colleagues asking for more training. How often do you run into that where colleagues have gone through rigorous training for lenders and they’re asking for even more? So, they’re seeing value.

My leaders are now saying we have great people who are invested in their career and in our bank. This has been a win-win without a doubt.

Q: How would you assess your current situation regarding talent level in Business Banking?

TE: The competitive market for quality relationship managers is as great as I’ve ever seen in all my time in banking. The competition for talent is extraordinary. We choose to develop our colleagues so that they are on a clear path for increased competency, fluency and delivery. We welcome colleagues from other organizations. That said, we are fully invested in building the acumen and ability of our colleagues so that they can rise up through our organization.

The post Making Training a Top Priority at Citizens Bank appeared first on Omega Performance.

Getting Your People to Drive Your Credit Culture

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Vicki Gwin has been a part of the Omega Performance team for more than 25 years and is currently a senior consultant with the company. Previously, she has served as Vice President and Manager of credit and commercial products for more than 10 years. During her time at Omega, Gwin has assisted hundreds of financial institutions by helping to improve performance of their people. She has managed the development and delivery of dozens of credit training programs using various media. She is the author of the Omega e-books, “What Now? Critical Changes Financial Institutions Must Make in the New Credit World” and “Diagnosis: Cash-Ache, Analyzing Business Borrowing Causes.” Gwin also has 15 years of experience as a lender and executive with several major banks.

We recently sat down with Gwin to get her opinions about how banks can get the most out of credit culture to drive business results. This is the second part our interview with her.

Q: What do you think are the most critical components of a strong credit culture?

Vicki Gwin: I can answer this in one word—people. It’s how the organization allows people and encourages people to behave in a consistent way. In this case, we’re talking about an approach to risk management and their behavior toward credit risk. It’s people doing it on their own with minimal amounts of guidelines. People can start to better understand the role the culture plays through their training and development. This is a critical juncture where culture gets developed and where people begin to embrace the practices the organization expects of them in regards to risk management. The development of credit and risk management skills can continue for a 40 year career, and it’s important not to just establish a credit culture, but sustain it.

Q: How do financial institutions get their people to buy into their culture?

VG: It starts with hiring the right people that fit the culture or have a high potential for being a good fit. Then, you bring them along through a progressive and deliberate program of development. Part of it involves training. Part of it involves mentoring. Part of it involves talent and on-the-job experience. I’ve seen what happens in organizations when the culture becomes self-sustaining because individual interactions with others create their own synergies and then builds on itself. When that happens, it’s no longer leadership, practices or policies or organizational structure that is getting people to buy into it. Really, all those things just facilitate and lubricate the process. Everything else is just driven by the people who are living it every day. People will correct each other if the culture is strong enough, and they’ll develop better practices over the long haul. I’ve seen it happen, and it’s pretty great when it does. But it’s also very fragile. It requires constant diligence from leadership and a willingness to adapt to change. The financial industry is very dynamic, and risk changes.

Q: Where does training fit into all of this?

VG: Training fits in very powerfully from the beginning of any individual’s tenure within the organization. Training is a key component in developing a skill set that is hopefully consistent with the culture desires of the organization. If the organization wants to create a culture that encourages certain practices that can be applied to credit analysis, people need to understand what that is and develop a comprehensive understanding of it. And everyone needs to understand what the best practices are that your organization is trying to achieve—where training can fill that need is to provide that framework and the content for that framework.

 

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Investing in People – that’s Part of Citizens Bank’s Mantra

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Tom Earley is the Senior Vice President and head of Colleague Development for Business Banking at Citizens Bank, which is part of Citizens Financial Group, Inc. Citizens Financial Group is one of the nation’s oldest and largest financial institutions, with $132.2 billion in assets as of Dec. 31, 2015. Headquartered in Providence, R.I., Citizens offers a broad range of retail and commercial banking products and services to individuals, small businesses, middle-market companies, large corporations and institutions.

In his role, Earley ensures the bank’s relationship managers have the skills needed to effectively serve the bank’s customers. He recently spoke with me about how Citizens Bank’s training program impacts the business, and now he’ll provide more details on how developing talent impacts Citizens Bank.

Q: What’s your biggest challenge to getting the talent you have to make a deeper impact on the business?

Tom Earley: The biggest challenge that we have, and I think you see this in our economy and marketplace, is our colleagues need patience for performance. Because the rapid pace of business and progression, I want colleagues to be excellent at their position. And what happens is, we have to fend off competition because our colleagues are performing better in the market than others. In other words, we increase their business acumen, we increase their ability to communicate and their ability to solve problems, and my biggest challenge is that a competitor will come along, find out why we’re winning and they’ll try to pluck my colleague away. So as leaders, we need to continue to keep a clear path of progression and at the same time re-instill and reinforce performance. The market is very hot for talented bankers right now.

We’ve had colleagues come back to us who chose what they thought was a greener pasture but choose to come back. It happens a good bit in the market.

Q: Given the current situation in the financial services industry, why is it so important to invest in your talent?

TE: Clear responsibility. Clear accountability. Clear performance. Our job as leaders is to allow and to create an environment that when a colleague does have an engagement with a customer that we do our level best to make sure it is underwritten in an outstanding fashion. Having said that, what the Omega Performance experience has done is that it has helped us build the vocabulary between our underwriting and our sales staff.

Q: What were you looking for when you decided to choose a training partner?

TE: What the Omega Performance training has done for us is allow us to have deeper, richer conversations with our customers. The reporting, administration and the support we receive from Omega Performance has allowed us to deepen the business acumen of our calling officers and has led to significant customer interactions.

Q: It sounds like training isn’t just a one-time thing at Citizens Bank. It’s now part of your culture.

TE: Without a doubt. It’s the model of which our organization has chosen to present itself in the marketplace, both to the customer and to our colleagues.

Q: What were you looking for when you reached out to Omega Performance?

TE: One of the challenges that I have as the head of colleague development is keeping training at the forefront of our employees and managers every week. In a crowded agenda, my job is to make sure our training has high visibility and immediate feedback. All the data points that I would ever want is included in the reporting, and I am able to use that quickly to help reinforce winners and help get members of our team who may be lagging. The reporting was crucial to me, and the details blew away our leaders. When I started giving our leaders the results, they were able to provide instant feedback to our colleagues. That level of detail enabled us to be very successful right out of the gate.

The post Investing in People – that’s Part of Citizens Bank’s Mantra appeared first on Omega Performance.

Improve the Loan Approval Process by Implementing the Credit Decision Strategy

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It’s true – having a credit decision strategy effectively improves the loan approval process.

But before we delve into why this is so, we need to define the decision strategy. A credit decision strategy is a sequential process that is followed by successful lenders both on the client-facing side and the credit approval risk side, to ensure they capture all of the information necessary to assess the opportunity and the risk in lending to a particular borrower.

A best practice, when using the decision strategy, is to have a collaborative and timely conversation between credit and sales as early in the process as possible. This is the framework that the founders of Omega Performance has used for nearly 40 years, and it’s still true today.

Ideally, the process will continue if critical hurdles are cleared until the most appropriate loan structure is determined, approved, accepted by the client and booked. The final step is the continuous monitoring of the relationship, which is done to identify further cross-sell opportunities and monitor any changes in the risk profile.

So, how does having a credit decision strategy improve the loan approval process? To put it simply, it allows the bank to use their time efficiently. Let me explain.

The loan process at each financial institution is somewhat unique. I’ve had the opportunity to work with many banks, and the similarities are abundant. Most banks need to do a “sniff test,” as Omega Performance calls the “opportunity assessment.” If bankers sense a significant red flag regarding the deal or the borrower, the deal creation should stop or at least slow down and collaborate with others. It’s that simple. Bankers should not waste any more time but move on to another approach to the loan structure or another client opportunity in the pipeline. The relationship management business has a very small margin, and the greatest hidden expense for lending institutions is the time and resources their sales and credit personal spend on a deal that is never going to fly. It’s tough to do, but it’s the most important sequence of the decision strategy, and mastering this improves the entire process and benefits the bank’s bottom line.

 

The post Improve the Loan Approval Process by Implementing the Credit Decision Strategy appeared first on Omega Performance.


Master the Asset Conversion Cycle

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The Asset Conversion Cycle is made up of two separate and unique cycles that cover the short term, or working assets of the business, and the longer term assets of the business. Let’s examine both cycles more closely.

The first cycle, and most important in my opinion, is the Operating Cycle. We can use the Operating Cycle to break down the various ways a company uses its working assets to ultimately make a sale and collect or convert that sale to cash. It also allows the lender, both from a sales and credit standpoint, to really understand what the business does each day. A business has many business activities, or simultaneous cycles, existing at the same time, and the financials only show the average result of all activities over a specific period of time. This operating cycle brings the financials to life and reveals the connection between the business operations and the resulting financial performance. Using this analysis can help lenders make that important link between the business operations and the numbers.

There are four steps in the Operating Cycle:

  • Using assets to purchase goods to sell.
  • Produce goods for sale.
  • Selling the goods (or service).
  • Collect cash from the sale.

Let me give you a simple example of how this works through a pizza takeout restaurant. We start at the top of the operating cycle with cash, which the owners would use to purchase flour to make dough, sauce, cheese, pepperoni, sausage, mushrooms and all the rest of the toppings. When the phone rings or an internet order comes in for a pizza, they would move to the next stage of the operating cycle, which would be to produce or make the order. Once the pizza is cooked, they would move to the next step – selling the pizza, either by delivering it or having the customer pick it up. The final step is collecting the cash from the sale of pizza. This could be in cash, check or credit. If the pizza place received more cash than they paid to make the pizza, they will have a profit.

Clearly, the Operating Cycle is very short for a pizza place. Other types of businesses, no matter the size or complexity, probably will have much longer operating cycles. Understanding these cycles for your borrowers can provide valuable insight into how their business works and what potential lending opportunities it may have. The longer the operating cycle, the higher the borrowing need to finance the cash flow timing differences.  Lenders always want to ensure that they provide the appropriate amount of liquidity for their clients.

The second cycle is the Capital Investment Cycle, which is the long-term assets of the business going through a long period of useful life. This is like a building or a piece of equipment. It provides the business long term resources to assist in making money over several years, depending on the useful life of the asset. This cycle is actually made up of many Operating Cycles. So it’s better to understand the underlying operating cycles, even when looking at the capital investment cycle.

The post Master the Asset Conversion Cycle appeared first on Omega Performance.

Your Road to Success Starts with Understand. Apply. Differentiate.

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A recent survey by Forrester Research revealed executives are four times more likely to positively respond to a business conversation than a product conversation. And yet those same executives estimate that less than 25 percent of their workforce is proficient in having that business conversation with customers.

We focus on three areas to help make the rest of your workforce more like your high performers so they can also master those conversations: understand, apply and differentiate.

More often than not, a financial institution’s highest performers are the ones capable of having those business conversations. Omega Performance has found high performers have three qualities in common:

  1. They possess a fundamental understanding of credit and relationship building skills.
  2. They are able to apply that mastery to uncover and meet the needs of both the bank and their customers.
  3. They are able to differentiate your bank’s messaging and solutions to consistently win more business in an increasingly competitive landscape.

 

We found that three key areas – understand, apply and differentiate – guides the performance of our most successful customers. We believe in strengthening these areas, and we use them to dictate our framework and map it to your success.

It all starts with our blended learning approach that mixes different training components to impact each one of the areas we just discussed.

Do you want to learn more about how understand, apply and differentiate can strengthen your workforce? If you’re attending the ATD Conference, stop by booth #1601 in the Expo Hall on May 25 at 11 a.m. MDT. At that time, Omega Performance’s Andrea Binkley, Senior Business Consultant, and Charlie Palen, Business Development Manager, will discuss how banks can measure and enhance credit performance.

For more information, go to www.twentyeighty.com/atd.

The post Your Road to Success Starts with Understand. Apply. Differentiate. appeared first on Omega Performance.

Building a Strong Credit Culture as a Team: How HR and Credit Administration Can Collaborate to Train Bankers

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Today, organizations must develop a collaborative leadership culture that facilitates employee engagement to achieve institutional goals and objectives. Commercial banks are no different, especially in the credit environment they now face. In the postglobal financial crisis economy, alleviating financial threats is critical to preventing financial losses. All employees must work as a team and understand the key role they each play in this strategy. Training is a critical aspect of successfully implementing this strategy.

In fact, yours must become a strong credit culture where every team member works jointly to methodically develop and apply the practical skills and knowledge to prevent credit risks. We describe a credit culture as, “An environment of shared values and beliefs about an organization’s approach to credit risk in which people behave according to accepted standards and principles when evaluating and discussing lending decisions.”

Since that includes leadership by definition, training should be a combined effort between or across business functions and units. In some cases, this requires rethinking or even restructuring your commercial bank to accommodate this shift. But, the benefits outweigh the costs substantially, and the culture can start with training practices.

If your bank is just starting to explore ways to create this culture, training processes are a principal place to focus. There are some best practices you can implement to create and sustain a credit training culture. Showing this can work between two significantly different business functions like HR and credit administration can lead to senior executives establishing collaborative efforts across your bank in other areas.

Why would these two separate departments collaborate on credit risk training? Because while credit administrators have strong knowledge of bank lending policies and procedures and the regulatory environment affecting their business unit, HR professionals possess skills in training design and learning management that are key to creating effective training programs. A robust working relationship between the two leads to better training outcomes.

In her July 2014 article for Harvard Business Review, “Collaborate Across Teams, Silos, and Even Companies,” business psychologist and lecturer at the London School of Economics, Rebecca Newton, provides several keys to creating a collaborative business culture. Here, we’ve adapted those keys for commercial bank business units a creating credit cultures starting with credit training.

Focus On Shared Interests Rather Than Positions or Job Roles

Most of the time, when leaders from different departments or business units like human resources and credit administration are collaborating, they are not working together on the same teams. Their daily job functions are entirely different so while they might connect related to specific employee needs, they are not engaged in true “teamwork.”

Separating teamwork from collaboration is shared goals for the bank. Leaders from each department can find common ground through those shared interests. One of those mutual interests in a credit training culture is ensuring credit training is successful; that all employees gain the same competence in this area. That helps the bank reduce credit risks and increases profitability, which benefits both HR and credit administration leaders. When implementing credit risk training initiatives, have collaborative conversations to identify these shared interests and establish the best programs for your bank’s short-term and ongoing needs.

Be Both an Agent and Target of Influence

Like many leaders, those in credit administration and human resources want to influence senior executives and their subordinates. After all, influencing professionals toward common goals is a key element of leadership success. But, when you’re trying to credit a credit culture, it’s important to be open to being a target of influence, too.

That is possible by being open to each other’s ideas, understanding the basis of one another’s perspectives before asserting your own and recognizing the equal value of the other’s professional role in the bank and what their skill set and experience brings to your collaborative training program. That way, you can increase both your leadership effectiveness and that of your credit risk training initiatives.

Identify Clear Roles and Responsibilities

Although you will recognize each other’s equal professional value when you work together, clarifying roles and responsibility in the training program development process is crucial to their positive outcomes. Research shows that doing that helps leaders succeed when leading together. That gives more confidence to your superiors and subordinates that you can be trusted to launch and execute effective programs.

Give Credit Where It Is Due

It is imperative to the success of your training collaboration that you willingly give the other credit for their role in your accomplishments as a team. Converse to taking even the smallest responsibility when things go wrong under your leadership is giving co-leaders public credit for a similarly small role in your training endeavors. Similarly, avoid being the passive recipient of most of the credit for your program’s strong execution and outcomes.

Create the Space and Time to Collaborate

In many organizations, collaboration is not a natural part of the business process. Professionals know they should be working collectively on programs, but they also have so many other duties to complete, they don’t commit focused time to these activities. Or, they may complete them only to meet their objectives.

But, squeezing in time to collaborate on credit training is not the same as creating a collaborative environment and making it as much a priority as tasks you conduct independently. Purposeful, sustainable collaborative leadership requires that effort to reach core business objectives while meeting the needs and interests of all involved and help them achieve their aims.

By starting with the end in mind—creating a credit culture based on strong education—the collaborative training efforts between HR and credit administration can succeed. When they do, your bank will see reduced losses related to poorly executed credit risk management strategies and an employee culture more engaged in the success of the bank than before you instituted collaborative educational programs.

Remember to bring in professional help as focused as you are on improving your credit risk education and culture by using a methodical approach and practical training. Doing so will make your investment in this collaboration most profitable.

The post Building a Strong Credit Culture as a Team: How HR and Credit Administration Can Collaborate to Train Bankers appeared first on Omega Performance.

Credit Risk Training for Bankers: The Robust Response to Aggressive Federal Regulation

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With the economy maintaining positive growth and banks relaxing lending policies to facilitate economic development, regulatory agencies respond by implementing additional lending rules. Over the past several years, there has been a rise in the number and complexity of bank regulations. That has increased costs of compliance to avoid those associated with noncompliance.

Indeed, banks and their credit professionals are facing increased enforcement actions as Federal regulators propose or implement new rules almost daily. A visit to regulatory agency websites that conduct bank oversight or consumer protection provides proof of growing banking industry regulation. They also show increased enforcement actions, particularly surrounding UDAAP in credit transactions about which news media and trade publications report regularly.

What makes federal compliance more complicated is the number of agencies involved. Often, like many federal agencies, these organizations don’t work together or maintain reciprocal relationships for information exchange. Consequently, commercial banks receive multiple, uncoordinated documentation and information requests at the same time from different agencies. Those can involve costly resource investment dedicated to providing nearly identical information to different agencies to satisfy compliance checks. Not only do growing regulatory schemes place increased burdens on banks, but they can also reduce commercial banks’ ability to serve customers efficiently and profitably.

Federal regulator’s objective, of course, is to protect bank customers and reduce the likelihood of an economic meltdown like the one in 2008. Since credit risk doesn’t remain static and, in fact, increases when banks are lending at higher rates to meet demand, such oversight and regulations are bound to surge.

As Controller of the Currency, Thomas Curry asked in a speech last year before the Risk Management Association’s Annual Risk Management Convention, in Boston, “What will it take to ensure that banks remain solvent, stable, and secure in their role in the payments and credit system?”

“What will it take to ensure that banks remain solvent, stable, and secure in their role in the payments and credit system?”

His contention, like many federal regulatory agency leaders, is banks can help preclude future meltdowns by taking steps today to address rising credit risk. One critical way to confront credit risk is through investing in ongoing, robust credit risk training for bankers. While some banks are cutting back on this training, it’s not advisable as regulation and risk grow.

Similarly, there are multiple advantages to this training that should make the decision to invest in it for your bankers easier to make. These benefits extend beyond alleviating regulatory pressures. Here are several.

• Increased ability to manage the regulatory environment. Your bank’s leaders have numerous duties to fulfill each day. One of those is, of course, staying current on, and applying properly the myriad regulations promulgated by federal agencies. Credit risk training that follows a specific model and provides a structured framework is most beneficial to your professionals. It can help them stay ahead of regulatory changes and manage them effectively as they occur.

• Reduced risk of mistakes that lead to regulatory violations. Properly trained bank personnel make fewer costly mistakes that can lead to violations and enforcement actions. They learn to understand financial principals and the comprehensive loan process, including completing paperwork professionally and correctly. That helps them manage risk as well as spot and avoid situations and processes that lead to errors or poor lending decisions. They also can learn how to respond properly to bank regulator requests and increased accuracy in completing those and other lending requirements also reduces costs to the bank.

• Enhance employee satisfaction and talent retention. Like for most highly-skilled roles today, there is a talent gap for credit risk managers, bankers, and lenders who are skilled in managing credit risk. One reason is a lack of educational or training opportunities for these professionals. Your bank can address this talent shortage and increase employee engagement. You can do that while showing your employees you value their contribution to your institution by investing in their professional development. Employees who feel competent exercising the duties of their job are more satisfied with their roles and employers. Increasingly advanced credit risk training also gives you more confidence in your personnel and makes you willing to promote them into more accountable rules. That reduces the workload on other employees and increases overall employee satisfaction. Moreover, the more opportunities for growth you provide to your bank professionals through effective credit risk training, the more likely your bank will retain that talent.

• Stronger internal lending policies that reduce credit risk. Robust credit risk training helps your bankers gain a clearer understanding of how various aspects of the regulatory framework affect your institution. It also provides opportunities for your professionals to gain increasingly advanced understanding of financial principals, lending techniques, communications strategies for both customers and internal personal and credit risk decision management. By being able to apply a variety of new or enhanced skills to your lending process, you can develop stronger internal policies and procedures that reduce credit risk and potential enforcement actions.

• Increased operational efficiencies. Effective credit risk training aids your commercial bank in creating repeatable, streamlined operational processes based on best practices in credit risk management. Training that is customized to your bank’s operations and based on its case studies can facilitate its lending process by eliminating weakness and expediting the approval process. Your bank can have your personnel retrained on your bank’s current procedures using tools with which they are already familiar with. That way, they can apply their newly acquired credit risk management skills quickly.

• Enhanced and ongoing competitiveness. Customers experience banks with highly knowledgeable credit management personnel as more professional, efficient, reputable and competent at managing their lending needs. Those banks reduce the negative reputational effects that poor regulatory compliance which leads to enforcement actions reported online by regulatory agencies and consumer complaints have. Banks with strong reputations and excellent customer service maintain their competitive positions over those experiencing challenges in those areas. Credit risk training can ensure your bank remains compliant, competitive and profitable.

By implementing and maintaining a robust credit training program, your commercial bank can mitigate the effects of increasing and aggressive regulation has on its daily operations and personnel. If you conduct these activities in a manner that creates a credit risk management culture, then bank-wide accountability will further reduce risks of compliance violations.

This will lead to reduced pressures from regulatory agencies and enhanced employee experiences that will be passed on to bank customers, increasing their confidence in your institution. Your credit risk training should be customized to you meet these objectives for your bank while providing all the benefits identified above.

The post Credit Risk Training for Bankers: The Robust Response to Aggressive Federal Regulation appeared first on Omega Performance.

How Credit Risk Training Reduces Financial Losses and Increases Customer Trust

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The last decade in the banking industry has been challenging. The US economy has rebounded, however, and consumers are obtaining more products and services from banks. Banks remain overwhelmed by the aftershocks of the economic meltdown.

Post-crisis, many financial institutions still are working through costly legal outcomes related to poorly structured lending policies and resulting wave of federal regulation enacted to prevent future financial collapses. Moreover, banks are facing increased competition from within and outside the industry and, according to the 2015 Edelman Trust Barometer, nearly 50% of consumers do not trust banks. Consumers also are more demanding than ever, and they are demanding is changes in the unsafe credit conditions still prevalent at many banks.

Those conditions have led to lax underwriting or bad credit policies that have become a source of both consumer distrust and regulatory pressures. These poor credit practices also have resulted in losses in the industry that banks must check if they expect to thrive in the environment they now face.

That is why credit risk training is more imperative for banks than ever. What follows is three ways credit risk training, particularly as it relates to creating a credit risk mitigation culture, can reduce financial losses to banks and increase customer trust.

Credit Risk Training Increases Bank Security

While it is true that many banks are experiencing substantial competitive and regulatory pressures, overall, the economic news is good for banks. However, it is often during the best times that banks make the worst loans. This is significantly more likely if your bank does not train all bank staff in credit risk mitigation. Such training enhances disciplined credit practices across the institution.

With loans being a bank’s biggest and most risky asset, increasingly advanced credit training helps banks construct and maintain appropriate credit risk metrics. This is particularly important for banks with portfolios with a high-level of loss volatility, like development and real estate lending. Speculative portfolio types like these precipitated the last financial crisis. Banks in the volatile energy sector must take extra care in this area, too.

To ensure security, you must keep your bank sheltered from losses related to unsafe lending policies, which include loan charge-offs that require exponential effort to recoup that loss. However, losses also can include legal costs from stakeholder lawsuits or fines from regulators related to loose credit practices.  As those challenges become public, that leads to loss of consumer goodwill. Banks must increase and not decrease their credit risk training activities. The more security you build into your lending practices, the safer your customers will experience your bank as being.

Credit Risk Training Facilitates Consistency in Bank Policies

One of the most important aspects of preventing lending losses and building customer trust is consistency. In fact, for bank consumers ‘a brand they could trust’ was a top consideration for choosing a financial institution. However, in recent years, aggressive lending coupled with inconsistent underwriting standards drove bank losses and hurt customers and shareholders.

Today, in a banking environment driven by the need for returned trust and reliability, your bank must have consistent bank policies that both shore up and streamline lending practices. Moreover, to be certain banks maintain capital stability, regulators require rigorous portfolio analysis and regular stress tests to determine credit risk. Banks then must assess results of those tests against their credit risk appetites and adjust lending levels and policies, if necessary.

To regulators, this helps ensure alignment between bank credit risk appetites and portfolio concentrations. Regulators focus especially hard on leveraged lending and vehicle finance underwriting to prevent those lending criteria from eroding in a strong economy leading to loans that financially injure banks and their customers.

Credit risk training precludes losses related to unclear or inconsistent underwriting standards by helping banks restructure and implement consistent lending strategies bank wide. Financial institutions that create a credit risk reduction culture established by senior leadership and employed at every level ensure lending consistency that substantially reduces credit losses.

Developing bank lending practices based on regular credit risk training also enhances consumer confidence in your bank. Your bank can ensure customers they can expect uncomplicated but consistent standards and processes that your bank applies across loan products. That will make loan management simpler for both the customer and bank and make loan repayment more likely. Additionally, that lending policy uniformity also makes meeting regulatory standards less complicated and can make document requests from regulators easier to answer.

Credit Risk Training Allows Banks to Address Regulations Strategically

Rather than viewing growing federal regulation as a persistent threat, financial institutions would benefit from identifying the new risks and opportunities raised by regulatory restraints. For example, for banks that held large commercial real estate lending portfolios, close regulatory scrutiny has precluded growth in the area despite demand for the loans.

For those banks to address market threats and opportunities under this regulatory microscope may require advantageously restructuring many aspects of bank operations. Those can include a financial institution’s core business model, strategy, financials, and governance.

Credit risk training can facilitate this process. With robust and perhaps customized credit risk training, banks can consider their restructuring direction in the context of their credit risk framework. While regulatory encroachment is challenging, strategically rethought, it may also present new growth opportunities.

With those may come risk exposure banks must consider and credit risk training can help keep them safe from harmful financial exposure and prevent future loan defaults. Managing the concentration of risky loans and reducing them, if necessary, can prevent shareholder or customer panic about your potentially overleveraged real estate portfolio. When that happens, they want to sell off your bank’s stock or remove deposits from your bank.

Credit risk training can prevent your bank from experiencing the exponential losses that just a few charged off large bank loans mean. Implemented correctly, across every business unit of your bank, credit risk training can not only help bank employees spot troubled loans, but it also can lead to the identification of new and profitable opportunities.

Finally, ongoing credit risk training can lead to customer trust and loyalty as your bank constructs solid credit practices that make customers committed to banking with you.

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The post How Credit Risk Training Reduces Financial Losses and Increases Customer Trust appeared first on Omega Performance.

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