3 Stories of Collective Fulfillment From Cuttack

CITIZEN SBI PROGRAM I-2

PANTHANIVAS CUTTACK

14.07.10 TO 20.07.10

TEAM STORIES:

1. Story submitted by Sri Sankar Bannerjee, AGM, SMECC, Cuttack

NAME OF THE BRANCH: Pattamundai

CIRCLE:Bhubaneswar

BRIEF DESCRIPTION OF THE PROJECT:

Turnaround story of a six times satisfactorily run branch

WHY THE NEED FOR THE PROJECT AROSE?

The Branch and the Agriculture division were rated satisfactorily run for last 6 years.  There was an impending need to set things right when I was posted as divisional manager of Agriculture division. Staff had no trust among each other.

HOW IT WAS IMPLEMENTED & RESULTS

(ANSWERING THE CRITERIA BELOW)

1.Did it involve many people from the unit?

 what kind of teaming/team effort took place?

Yes, it involved many people from the branch, almost all. As a Manager of Agriculture Division I tried to restore the confidence of people which was at the lowest ebb. I led by example and extended my helping hand in all matters.

2. How did it energise people in the unit?

 I was able to create the team spirit and shared with them a vision of efficiently run branch. All of them rallied to set things right. There was growth in business.

3. What kind of fulfillment did It result in for the collective involved (team members and customers)?

The branch as well as the division was upgraded two steps to well run. Team members were jubilant. They were inspired and motivated. There was great bonding between agriculture customers and staff.

4.How did it enhance interaction with customer community?

Interaction with customer community increased while we tried to improve the quality of their loans and giving fresh loans. We helped them to realize good crops through timely help.

5. What are the sustainable results of this contribution in the unit?

 The branch   was further upgraded to efficiently run in next inspection. The excellence of the branch was appreciated everywhere.

2. Story submitted by

Sri Soumya Ranjan Sahu, branch manager,Kalyaninagar branch

NAME OF THE BRANCH: Kalyaninagar

CIRCLE:Bhubaneswar

BRIEF DESCRIPTION OF THE PROJECT:

Improvisation of RFIA and complaint Management

WHY THE NEED FOR THE PROJECT AROSE?  

 High rate of complaints resulting in deterioration of relationship with customers.

1Did it involve many people from the unit?  what kind of teaming/team effort took place?

 Yes, it involved many people from the branch, almost all.to have  At first we sat together and pondered over the area where our branch as a whole was failed. I as head of the unit formed a team of 7 staff members and charted out an action plan. The team sat every alternate day to have a review of the branch position. Four areas were identified i.e. Reconciliation of suspense account, and DDP outstanding, scanning of old signatures and customer complaints.

2.How did it energise people in the unit?

I acknowledged and recognized the effort of each team member through an appreciation letter in staff get togethers which encouraged and energized them further.

3. What kind of fulfillment did It result in for the collective involved(team members and customers)?

It resulted in increasing job satisfaction, belongingness and ownness among staff members. Improved customer relations resulted in nil complaints.

4.How did it enhance interaction with customer community

We gave priority to customer demand and tried our level best to keep our promise.This resulted in nil complaints, enhanced image of the branch and better relationship building.

5. What are the sustainable results of this contribution in the unit?

Minimised customer complaints, customers becoming our brand ambassadors

There is joy and happiness among staff members while serving the customer       

community, and finally improved inspection rating.

  

3. Story submitted by

Sri Pramod Kumar Swain, MARKATNAGAR BRANCH

NAME OF THE BRANCH: Balasore

CIRCLE: Bhubaneswar

BRIEF DESCRIPTION OF THE PROJECT: Queue Management

WHY THE NEED FOR THE PROJECT AROSE? Heavy  rush at the counters, People fighting with each other, passing sarcastic remarks at   staff members mainly the operators. Hence the SWOs were not willing to face the  customers who behaved like mob. If one SWO remained on leave it was very difficult to put another person there.

HOW IT WAS IMPLEMENTED & RESULTS

(ANSWERING THE CRITERIA BELOW)

1.Did it involve many people from the unit?

   what kind of teaming/team effort took place?

Yes, it involved many people from the branch, almost all. We  as a team decided to implement Q management system as a solution. Tokens were issued to the customers and they were explained about the benefit of the system. That they need not unnecessarily wait in a queue. If their number is far away they can finish the work outside and comeback to collect when their token number is displayed. With patient effort by all customers could understand the system , realized its benefit and cooperated.

2. How did it energise people in the unit?

 When customers started to cooperate and stopped passing untoward remarks, people in the branch started working with renewed vigour and enthusiasm.

3. What kind of fulfillment did It result in for the collective involved (team members and customers)?

 It resulted in increased staff as well as customer satisfaction. Both are comfortable. Customers understood that their time was valued by the bank.

4.How did it enhance interaction with customer community?

Now the interaction was systematic, each customer is recognized which resulted in strengthening of relationship.

5. What are the sustainable results of this contribution in the unit?

 Customers are cool and peaceful now resulting in minimum customer complaints.

CitizenSBI Blog thanks Mrs. Tania  Rath, Master Facilitator and Mr B K Dash, Nodal Officer, Bhubaneswar Circle for forwarding us these stories