|03-20-2012 07:19 AM|
|Capt Jarrod||Thanks for the time of doing it but someone actually answered them yesterday. But thanks anyway I greatly appreciate it.|
|03-20-2012 12:22 AM|
I'm a branch manager for a medium-size (20,000 member) credit union. I can answer some of the questions for you to the best of my ability, and just ask if you'd like me to elaborate.
1. We do not hold applications or resumes, so candidates can only apply if the position is available. We first offer the position within the credit union for two weeks, and then, the position is open to the public. Human resources (one person) is responsible for advertising the position on the Internet, through newsletters, and other means. Websites like Monster seem to generate the mots responses, although, more often then not candidates and selected new hires are recommended by an already existing employee. Applicants submit their application to the human resources officer. She first reviews the candidate based on qualification. I am given little opportunity for input as to the candidate I'd like to select. If the candidate fits the required qualifications and schedule, then the human resource officer schedules and conducts the interview. She also selects the candidate for the position and I receive notification that a candidate has been selected. Potential employees for managerial/supervisory positions are approved by the President.
2. Training is two-fold. The first part consists of reviewing credit union policy and procedures. This portion is typically taught one-on-one with the human resources officer, unless there are a large number of new employees (rare). This week long session covers laws, privacy concerns, and expected conduct while working at the credit union. We're governed by numerous secrecy and conduct laws that dictate how we must operate. We are also frequently audited by an outside agency and we expect confidentiality and discretion from our employees. The second portion of training is actually instructing the employee on how to use the software-system and how to properly complete the financial transactions. Our tellers are responsible for more than your typical bank front-line, so they have to be experienced with a wide variety of deposit and investment opportunities we offer. A lot of the training is supervised transactions. It's easier to stand behind the employee and instruct as transactions come in. We also go over standard security and theft procedure, as well as counting drawers and exiting procedures.
3. Workers are formally evaluated every three months. We have a standardized sheet that is used at every branch. My branch is small, with only two other employees. I rarely have to supervise them as they have been there a while and don't necessarily directly observe their transactions to complete the formal evaluation. Instead, I provide feedback based on certain scenarios or problematic transactions. If a member is having difficulty with one of the tellers, we first alleviate the situation and then I discuss with the employee what transpired and how it should have occurred. It's easier and more personal to discuss one-on-one with an employee their performance, and it's definitely beneficial to address concerns as they happen, not on a regulated interval.
4. I rarely have behavioral issues that I need to address. We have a business casual dress code and both employees are younger and abide by the dress code. Sometimes I do have to point out that their is a member waiting. In terms of job performance, almost any performance-deficiency is tied with a policy-defined consequence. Suspension is required if their cash drawers are over or under a certain amount, or if there is a discrepancy more then three times within a set time period. There is a set amount that if the cash drawer is deficient and the money is never located, then the employee must be terminated. We also are supposed to have a strict policy about being late, and the larger branches do abide by enforcing suspensions for consistent lateness. My employees maintain great contact with me and I'm able to schedule around their needs typically or they know when the downtime is in order to schedule appointments. Computer-conduct is monitored by the systems department and any misconduct is addressed by the human resources officer. All suspensions and reprimands are logged and a certain number of suspensions can also result in termination.
5. I luckily have not had to fire anyone yet. But if I did, the procedure would be as follows. First, the person has probably already been notified or discussed about the situation at hand. If termination is deemed necessary or warranted, then I first place the employee on suspension with notification. Before leaving, I will count the drawer with the employee to ensure that the totals are correct and match. I then send notification over to human resources that I am requesting this person to be terminated. Human resources is actually responsible for notifying the employee about the termination. A notice then goes out to all employees at all branches that this person is no longer permitted inside the secure areas at the credit union. However, being fired is rare. Typically the person is transferred within the company, more often than not to collections
|03-18-2012 09:39 PM|
Need help from someone who is a manager
I'm currently in school and taking a business class. I was given a project to interview a manager and ask several questions. I don't know of any managers and don't want to seem like an idiot walking into a business and asking a random person, so if figured I would give this a try. The questions I need answered are...
1. What is your hiring procedure?
2. What is involved with your training?
3. How do you evaluate your workers?
4. How do you discipline them?
5. How do you terminate(fire) them if needed?
Anyone who could answer these questions in their spare time I would greatly appreciate it. You can PM me if you have any questions or can answer these for me.
Thanks fellow Jeepers