Many banks have attempted to generate more revenue in recent years by turning tellers into sellers — that is, by asking frontline staff to peddle a broad range of products and services. Unfortunately, this strategy has yielded poor to moderate results at best.

The problem is that banks have tried to change tellers' skill sets without changing the type of people they hire into those roles. If banks are serious about staffing their branches with universal tellers, they have to find people who have the relationship-building abilities needed in this new environment. Tellers must be able to clearly explain financial products and services and possess the outgoing, personable presence of a salesperson.

Register or login for access to this item and much more

All Financial Planning content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access