A customer walks into a banking hall on the famous Oxford Street in Accra, home
to about a dozen banks, and walks straight to “counter two” and presents a
cheque for payment.
The teller quickly processes the payment, and while still
at it talks to the customer about his everyday banking needs. She then politely recommends one of the bank’s
card-based products to the client.
This encounter typifies how 21st century 'tellering' has evolved. It is not enough to just make payments and accept deposits as a teller. Indeed, such basic functions are fast becoming mundane in the face of advancing technology.
Alberta Quarcoopome expertly writes, in clear simple terms, about how tellering has evolved over the years to become one of the core functions in the banking sector. The role of a teller in the 21st century has been taken a whole new level: she notes that automation and technology will continue to reduce the need for tellers who perform only routine transactions.
The writer's knowledge of the banking industry is evident in the guide she provides to tellers and all who aspire to be tellers in this fast-paced high-technology world. Since ‘tellering’ has assumed a multifaceted dimension in the 21st century, this book provides insight into what is required of a teller now, and how one must prepare to meet these expectations.
In 10 chapters the writer aptly explains what is required of the modern-day teller, using clearly delineated sub-headings and case studies.
One key feature about this book is that after extensively educating the reader about current and future trends, it offers concrete strategies to address present and future challenges.
"You must be knowledgeable. Know the banking law that governs the bank's functions as a payment mechanism. Read about the Cheques Act to know the protection given by law in executing your job. If the bank does not give you adequate training on it, read from the Internet...add it to your " facebooking", "twittering" and "skipping" hobbies. Gone are the days when banks sponsored workers for degree and masters' programmes. Cost-cutting is on, and all banks prefer a ready-made or self-made intelligent worker to polish."
This paragraph in chapter two of the book is a frank assessment of the level of skills and brain-power employers in the banking sector are looking out for in this century. It also addresses the need to incorporate modern social media platforms for knowledge acquisition in any 'self-made' journey to becoming a competent 21st century bank teller.
Chapter six of this well thought-out book speaks straight to managers, educators and all bank employees -- including tellers -- under the heading: "Turning Tellers into Sellers".
Managers and supervisors must make it a core component of their training regime to train tellers in various products and services of the bank as well as new ones, if tellers are to take on the additional responsibility of selling.
While this chapter entreats managers and business leaders to train, it bestows a responsibility on individual tellers to take the initiative to learn about the products and services of the very bank they work for. No blame-game here. You are either taught or you must learn alone. A prudent teller who loves his/her job will choose the latter, with any other training being considered a bonus.
With 27 years of experience in banking, the writer is emphatic that being just a teller is not enough. Simply put, more is required of you.
"As banks begin to offer more and increasingly complex financial services, tellers are being trained to identify customers who might want to buy those services. This task requires them to learn about various financial products and services the banks offer, so they can explain them to customers and refer those interested to appropriate specialised sales personnel... Tellers in many banks are being cross-trained to perform some of the functions of customer service representatives."
Three reasons why tellers must cross-sell are captured in this chapter. Managers and supervisors will find the discussion on new roles for tellers as key to success in refreshing the banking sector. It is direct, and in a few words explains what ought to be done by tellers to stake a claim as ‘key to success’.
In an age when fraud is so rampant, the first line of defense in the bank must continuously be on high alert to avert any losses to their organization.
Chapter seven of this tell-it-all book tackles the issue of all known frauds and potential internal and external frauds; it alludes to ways of tackling fraud while not attempting to play the role of a fraud expert.
The focus of this chapter is on ensuring integrity of the systems in place and identification of fraud by tellers in their everyday dealings with external clients, while keeping a close watch on potential internal fraud.
The thorny issue of internal fraud has had very little mention in most public discourse about the banking sector, but it remains a serious threat that needs the same level of attention as external fraud.
Under the heading 'What is Internal Fraud', the writer adequately treats the thorny issue with no cover-ups in an industry she knows well -- having worked in the sector for decades. This is evident in the analysis of why some tellers steal, captured in this chapter.
This book is miles ahead of the decade-old textbooks used in training tellers. It embraces new technology and how it can be harnessed to improve the work of the modern tech-savvy tellers as banks compete in offering the best service to the general public.
The 21st Century Bank Teller is indeed a strategic partner that advises on the right tools needed to succeed. The book is a must-read for all branch banking staff, especially in the new financial institutions like savings and loans, micro finance institutions, plus rural and community banks.
This encounter typifies how 21st century 'tellering' has evolved. It is not enough to just make payments and accept deposits as a teller. Indeed, such basic functions are fast becoming mundane in the face of advancing technology.
Alberta Quarcoopome expertly writes, in clear simple terms, about how tellering has evolved over the years to become one of the core functions in the banking sector. The role of a teller in the 21st century has been taken a whole new level: she notes that automation and technology will continue to reduce the need for tellers who perform only routine transactions.
The writer's knowledge of the banking industry is evident in the guide she provides to tellers and all who aspire to be tellers in this fast-paced high-technology world. Since ‘tellering’ has assumed a multifaceted dimension in the 21st century, this book provides insight into what is required of a teller now, and how one must prepare to meet these expectations.
In 10 chapters the writer aptly explains what is required of the modern-day teller, using clearly delineated sub-headings and case studies.
One key feature about this book is that after extensively educating the reader about current and future trends, it offers concrete strategies to address present and future challenges.
"You must be knowledgeable. Know the banking law that governs the bank's functions as a payment mechanism. Read about the Cheques Act to know the protection given by law in executing your job. If the bank does not give you adequate training on it, read from the Internet...add it to your " facebooking", "twittering" and "skipping" hobbies. Gone are the days when banks sponsored workers for degree and masters' programmes. Cost-cutting is on, and all banks prefer a ready-made or self-made intelligent worker to polish."
This paragraph in chapter two of the book is a frank assessment of the level of skills and brain-power employers in the banking sector are looking out for in this century. It also addresses the need to incorporate modern social media platforms for knowledge acquisition in any 'self-made' journey to becoming a competent 21st century bank teller.
Chapter six of this well thought-out book speaks straight to managers, educators and all bank employees -- including tellers -- under the heading: "Turning Tellers into Sellers".
Managers and supervisors must make it a core component of their training regime to train tellers in various products and services of the bank as well as new ones, if tellers are to take on the additional responsibility of selling.
While this chapter entreats managers and business leaders to train, it bestows a responsibility on individual tellers to take the initiative to learn about the products and services of the very bank they work for. No blame-game here. You are either taught or you must learn alone. A prudent teller who loves his/her job will choose the latter, with any other training being considered a bonus.
With 27 years of experience in banking, the writer is emphatic that being just a teller is not enough. Simply put, more is required of you.
"As banks begin to offer more and increasingly complex financial services, tellers are being trained to identify customers who might want to buy those services. This task requires them to learn about various financial products and services the banks offer, so they can explain them to customers and refer those interested to appropriate specialised sales personnel... Tellers in many banks are being cross-trained to perform some of the functions of customer service representatives."
Three reasons why tellers must cross-sell are captured in this chapter. Managers and supervisors will find the discussion on new roles for tellers as key to success in refreshing the banking sector. It is direct, and in a few words explains what ought to be done by tellers to stake a claim as ‘key to success’.
In an age when fraud is so rampant, the first line of defense in the bank must continuously be on high alert to avert any losses to their organization.
Chapter seven of this tell-it-all book tackles the issue of all known frauds and potential internal and external frauds; it alludes to ways of tackling fraud while not attempting to play the role of a fraud expert.
The focus of this chapter is on ensuring integrity of the systems in place and identification of fraud by tellers in their everyday dealings with external clients, while keeping a close watch on potential internal fraud.
The thorny issue of internal fraud has had very little mention in most public discourse about the banking sector, but it remains a serious threat that needs the same level of attention as external fraud.
Under the heading 'What is Internal Fraud', the writer adequately treats the thorny issue with no cover-ups in an industry she knows well -- having worked in the sector for decades. This is evident in the analysis of why some tellers steal, captured in this chapter.
This book is miles ahead of the decade-old textbooks used in training tellers. It embraces new technology and how it can be harnessed to improve the work of the modern tech-savvy tellers as banks compete in offering the best service to the general public.
The 21st Century Bank Teller is indeed a strategic partner that advises on the right tools needed to succeed. The book is a must-read for all branch banking staff, especially in the new financial institutions like savings and loans, micro finance institutions, plus rural and community banks.
Book
Review
Title of Book: The 21st Century Bank Teller -- A Strategic Partner
Author: Alberta Quarcoopome
Forward by: Philip Buabeng
Number of Pages: 134 pages
Title of Book: The 21st Century Bank Teller -- A Strategic Partner
Author: Alberta Quarcoopome
Forward by: Philip Buabeng
Number of Pages: 134 pages
Reviewer: Dominick Andoh
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