HOUSTON -
The challenges are designed to build teamwork between departments, improve internal and external member service, improve coaching skills, and increase product and service sales. Each employee has been assigned to a team, and managers and vice presidents from all areas have been assigned coaching roles for their teams, which each consist of a mix of frontline staff, and support area staff. Teams choose their own team-name, colors and mascot. They also have their own team page on the CU's Intranet.
The first challenge took place throughout the four weeks leading up to the Super Bowl. Each week represented a quarter of the football game. Teams scored touchdowns by earning yards for each new checking account, debit card, and new online banking activation. They also earned an extra point for every loan cross-sold to a member opening a new checking account. Team and individual-player points were tracked and updated on the CU's Intranet each day. The team that scored the most points during each quarter won a pizza party and a day to wear jeans and shirts with their team colors. The team that scored the most points for the entire four-week game won a "tailgate party" with executive management.
During the four-week period the teams opened 358 new checking accounts, 344 new debit cards and 479 new online banking activations. There were also 39 loans cross-sold totaling $357,000 to new checking-account members. Also during this first challenge, the number of frontline staff not qualifying for the monthly incentive payout was reduced from 14 to 4.
The second team incentive-March Madness-took place throughout three weeks and focused on cross-selling credit cards, loans, CUSO loan products, checking accounts, debit cards, and online-banking activations. The incentive consisted of a basketball-themed tournament with the teams competing against each other for a chance at the championship prize and a runner-up prize. There were also weekly prizes for winning teams that scored the highest points per player. The championship team won a dinner hosted by the credit union's CEO at his home.
During the three weeks of the tournament, the staff cross-sold 265 checking accounts, 396 debit cards, 258 online banking activations, 248 loans, 39 CUSO loan products, and 32 credit cards.
"One of the key components of a successful program is the ability to track sales results and provide daily feedback to staff and managers," said Gary Tuma, president and CEO of Smart Financial. "This provides managers with the information they need to coach their employees on their progress and allows staff to know where they stand towards achieving their goals. Team incentives that involve both frontline and support area staff are a fun way to get the entire staff involved while reinforcing the message that it takes everyone working together to serve our members. Using creative incentive campaigns and team challenges are also an effective way to motivate staff to exceed sales goals and to reward and recognize their achievements." Because of its success, there are two more challenges planned for this year: an eight-week racing theme challenge and a pirate treasure hunt.
FOR MORE INFORMATION
www.smartcu.org
