policy update in amongst these bulletins, which will get missed by a large number of employees due to the gross amount of essentially meaningless info. As previously stated, most of the policy changes are required to comply with new regulations, but many times they are implemented to decrease risk to the bank and/or increase profit through fee revenue. While these changes may seem fairly inconsequential to the people who devise them and ultimately roll them out, often times, they cause the retail employees who must enact them a great deal of stress. This is often due to customer dissatisfaction, or extra work added to commonly understaffed branches. While the branch employees understand the rationale for the changes in most cases, there is definitely a feeling of disconnect between the upper management and the retail employees. The sentiment is
A Case Study of the Engstrom Auto Mirror Plant10basically that the upper management has no idea what it is like to work in a branch setting, and don’t take the time to understand the trials and tribulations of dealing face-to-face with customers on a daily basis. This could also be partly the fault of the employees, as they are generally resistant to change, and will therefore be reluctant to accept it as, “for the better”[Dem16].What makes implementing these issues more difficult to deal with on a local level has been the lack of quality staff that has been hired and retained within the last several years. While this may sound prejudiced against new employees, the fact of the matter is that in the branch where I work alone, where we typically have a staff of five or six people, we have hired seven new employees over the last three and a half years. Of those employees, only two are still with the bank. Of those two employees, one was transferred to a different branch and was replaced with an even more recent hire from another branch, who is dangerously close to being terminateddue to his workplace conduct and poor sales numbers. Of the former employees who are no longer with the bank two have quit via text messages to the manager while on vacation, one was terminated for a large unlocated teller difference, and one worked out his two-week notice to return to a pizza shop owned by his mother. The employee who worked out his notice claimed his reason for quitting after two years was because the stress level was too much for him to handle. These losses are also taking a toll on the tenured staff. Our senior teller and myself, a relationship banker, have been actively searching for new positions, both internally and externally. Our assistant manager, who has been with the bank for forty-five years, will be retiring in the near future. What makes matters worse for my home branch, is that the manager ofapproximately ten years recently put in his resignation. The most evident root cause for all of thisstaffing volatility is the lack of quality hiring by our regional manager [Cal08]. We are not sure
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- Summer '18
- Brett Gordon
- Management, Final Project, Auto Mirror Plant, Engstrom Auto Mirror