An action research addressing the activation rate of customer sales and service personnel in a branch of Bank ABC

• Main Author: Rapada, Pauline Angela M.
• Format: text
• Language: English
• Published: Animo Repository 2021
• Subjects: Branch banks—Employees—Training of; Banks and banking—Customer services; Selling—Banks and banking; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/94; https://animorepository.dlsu.edu.ph/context/etdm_manorg/article/1083/viewcontent/AN_ACTION_RESEARCH_ADDRESSING_THE_ACTIVATION_RATE_OF__CUSTOMER_SA_Redacted.pdf
• Institution: De La Salle University

With the changes in the way people bank, Bank ABC has shifted its strategic objectives which included revisiting the role of branch personnel. This action research is about addressing the activation rate of the customer sales and service personnel in Bank ABC's branch. The primary objective of this action research is to improve the activation rate of the branch personnel in terms of their sales performance. Specifically, this aims to handle concerns and inquiries of clients more efficiently, increase the revenue of the branch, and boost the confidence and morale of branch employees. In identifying the issue, first and second-person inquiries were utilized through observations and discussions with the collaborators. The researcher and collaborators collaboratively identified the issue, its manifestations, and justifications why the issue needed to be addressed through the systems thinking diagram. The action research is composed of two cycles with the help of various theoretical frameworks. The first cycle is focused on improving product knowledge through training and development with knowledge management and participative decision-making as part of the employee involvement climate necessary for salesperson's performance, and assessment of training needs and their impact on the salesperson and the firm. The second cycle is focused on increasing self-efficacy through goal setting and self-evaluation of progress aided by performance-based rewards. The change process was guided by Lewin's Change Management Framework. The sales training program increased the activation rate of branch personnel, but better results were seen after the goal setting and self-evaluations. Through the interventions, the activation rate of customer sales and service personnel increased, thus resulting in better sales performance of the branch. As such, both interventions are necessary to improve salespeople’s performance.