Pub. 11 2020 Issue 2

www.wvbankers.org 14 West Virginia Banker but it’s simply the price of admission today. Personal and helpful (and being curious) means looking for ways to help based on the customer’s specific circumstances. This doesn’t mean “sales-y” or “product-vomiting” all over our customers every time they walk in. Customers hate that. Employees hate that. I hate that. It’s stupid. Because for many employees (and people in general) being cu- rious and helpful in this way can feel like pushy product-vomit- ing, we spend a good deal of time distinguishing between the two in helping our employees understand they have credibility, and can make a difference in the lives of our customers without being annoying. And providing this kind of service doesn’t create an unnecessarily longer customer experience. With a simple question, we’ll know in five seconds if a particular solu- tion even makes sense to explore with the customer. Studies and surveys repeatedly show that customers want advice. Just not in the way some banks (and many businesses for that matter) shove it down their throats because of some sales quota. Customers also don’t want to have to beg for help. There is a huge space in between, where we try to operate. City has ranked #1 in JD Power’s Retail Banking Satisfaction Study for the North Central Region three years in a row; what does this recognition mean? What measurements are City surveyed on? For us, it means validation for the efforts of our employees, which is everything. To see them recognized as one of the best service groups in the country (the 6th-highest qualifying score this past year) and to be associated with this group of people is a career highlight for me personally, and I’m sure for others. It means that the efforts of our employees who have made the choice (and it is a choice) to pay attention to, and consist- ently deliver the personal and helpful service our customers deserve, matters. I’m just not sure of a higher compliment to give a group of professionals. For years, we’ve had our own internal service measurement program that mirrors the type of personal and helpful service we hope to deliver, with supportive training workshops, resources, and materials. There have been no meaningful changes to this program in seven years, which affords em- ployees the best chance to be consistent. We rely on results of this program to regularly provide feedback to and recog- nize employees for exceptional service. Because no single service-measurement program is sufficient to accurately gauge and reinforce strong service habits, we also observe interactions regularly in branches and through- out the various channels in order to learn ways to improve and to catch people doing something right. The JD Power survey measures service in multiple chan- nels (branch, online, ATM, mobile, call center), along with attributes like convenience, products and fees, communi- cation of advice, and problem resolution, among others. The formula is adjusted each year, based on customer preferences, so it’s an effective way to understand what we’re doing well and where our gaps are. We’re far from perfect and we can be better, but it’s nice to know we’re focused on the right things. To give some background, what have been some of City’s other major past performance and ranking recognitions? City has long been recognized as one of the best perform- ing banks in the country by nearly every objective measure including profitability, earnings, stock performance, and com- munity engagement. We’ve been named as high as #3 among the Top 150 banks by Bank Director Magazine, and were named a Five Diamond Employer by the West Virginia Cham- ber of Commerce which recognizes outstanding companies in the areas of employee policies, continuing education, community service participation, etc. As for JDP historical rankings, City has climbed to the top over several years in JD Power’s North Central region. Beginning in 2014, the rankings were 15th, 6th, 4th, 2nd, 1st, 1st, and finally, 1st. Because I know the employees have always been friendly, even when the rank was much lower, I believe the rankings underscore the difference between “friendly” and being “personal, curious, and helpful.” I also think that these details can’t be glossed over if you really care about service. What is the secret to creating a culture within a banking organization where customer satisfaction is paramount? Clear and unapologetic expectations start with orientation, to onboarding, to regular observations, feedback and recogni- tion. But expectations, while crucial and fair, are only part of the equation. It is the stated responsibility of the leadership team to not only communicate expectations but to actively help each individual understand the value of developing strong and consistent habits, whether the individual plans to be at City long-term or not. The details that matter are universal for any career where being engaged, personal and helpful are of value (and I’m still trying to find one where it doesn’t). It just isn’t enough for most people to hear it’s the “City way” or to hand them service standards and expect them to care. It has to matter to each individual. There has to be a personal connection and they have to see, believe in, and experience the value of making it habit. Service results are also part of every employee’s evaluation, though obviously feedback on service performance happens throughout the year, not just at annual evaluation time. What mechanisms does City have in place to gener- ate business and maintain quality relationships with current customers? First and foremost, our employees are really thoughtful, friendly and talented people. A willingness to be person- al, curious, and helpful, without sacrificing their individual styles and talents, has made all the difference. Thankfully,  City National Bank Continued from Page 13