Trey Sullivan

Last month’s dilemma asked how to balance your bank’s profitability with the need to comply with federal regulations. We had great responses that spelled out practical ways to “sell” this investment.

This month, we ask how you can get your tellers to follow your compliance processes on a daily basis. What methods have you used to get their buy-in?

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The OCC has released examination dates for national banks on CRA compliance during the first quarter 2005.

As the compliance officer at a community bank ($500 million), I’m faced with a situation I’m sure many of your readers can identify with. While all the other managers at the bank are viewed as people who help the bank make money, the Executive Vice President I report to and the CEO of the institution act like I’m a drain on resources whenever I ask for funds for training or software upgrades.

I know these items are necessary for me to do my job and to help others at the bank combat fraud. But I have a hard time putting the reasons why into terms the executive staff will understand and accept.

If anyone out there can tell me how he/she has done it—and perhaps provide the information on the metrics they use to calculate return on investment—I’d really appreciate it. Thanks.

—Sharon T., Compliance Officer

As the compliance officer for our bank, I’m also in charge of training tellers and admin staff on compliance procedures. I’m good at teaching them the laws and regulations, but I don’t think I’m imparting how important compliance is to our bank—and the government’s anti-terrorism efforts. Because we’re located in a small community and know most of our customers on a first name basis, I’m having difficulty getting our tellers and front-line staff to understand the importance of following all of our compliance processes every single time. What education methods have your readers found effective for getting their buy-in?

Thanks!

—Gordon S.

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