Company: Wells Fargo Bank, San Francisco, CA
Entry Submitted By: WF Treasury Management Client Delivery
Company Description: Treasury Management Client Delivery (TMCD) is a group within Wells Fargo composed of more than 800 team members based in seven servicing centers nationwide. The group delivers customer service, technical support, and deposit support for Treasury Management’s large- corporate and middle-market customers.
Nomination Category: Customer Service Awards Categories
Nomination Sub Category: Customer Service Department of the Year

Nomination Title: Wells Fargo Treasury Management Client Delivery Customer Service Department

Tell the story about what this nominated organization/department achieved since January 1 2012 (up to 525 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:

2012 Key accomplishments

• More than 612 Wells Fargo Treasury Management Client Delivery (TMCD) team members answered more than 1 million calls with AHT of 496 seconds and closed 1.8 million service requests (99.6% exceeding the goal)
• Customer service satisfaction scores averaged 9.3 on a (1-10-point scale).
• The TMCD team donated more than 5,200 community support volunteer hours.

Obstacles overcome

After completing the nation’s largest financial merger in U.S. history in the first quarter of 2012, we moved the group into “business as usual” operating mode. To increase our operating efficiency, nine servicing sites were consolidated into seven and staffing levels were reduced by 27%. This resulted in a tremendous cost savings but had impact on the team’s ability to effectively service customers.     

Our phone service level objective is to answer 90% of calls within 30 seconds. From January through May, we averaged 91%; however, from June through September, our performance dropped to 31%. This decrease was a direct result of staffing level adjustments and unanticipated increases in call volume. We then adjusted staffing levels, and from October through December our performance increased by 76%.

Innovations or discoveries made and outcomes

We translated the concept of world-class customer service into a pervasive culture, which we call A+ Service and Support. This culture is composed of four key objectives:

1. Understand from team members what they believe A+ Service means
2. Shorten resolution turnaround
3. Develop a consistent service delivery experience
4. Clarify roles and touch points

Below we’ve outlined the actions taken and results achieved around these four objectives:

Launched A+ Service and Support internal blog to encourage team members to share their thoughts and provide real life examples.

Shorten resolution turnaround

Actions completed:

• Redefined and reemphasized daily operating procedures and case management processes for the management team by driving focus on quality resolution and root cause analysis

• Reviewed and retooled the communication of expectations
o Asked customer service officers (CSO) to mirror their customers’ sense of urgency, use warm and friendly language, and strive to deliver sooner than our stated Service Level Agreement
o Emphasized that team members should own all issues from start to resolution
o Reinforced the need to be advocates for our customers and remain focused on doing what is right for them

Results achieved:

• Increased the number of cases resolved on first touch by 2% and increased same-day resolutions by 5%, year over year
• Developed consistent service delivery experience

Develop a consistent service delivery experience

Actions completed:

• CSO refresher training on key products and services
• Increased the sample size of quality reviews to improve CSO coaching and feedback opportunities

Results achieved:

• 40% of survey respondents rated their CSO a perfect 10
• 50% of survey respondents noted that the CSO exceeded their expectations

Clarify roles and touch points

Actions completed:

• Reviewed operational team emails to ensure requests are sent to appropriate teams
• Encouraged CSOs to visit customers to develop rapport and simplify customer request completion

Results achieved:

• Presented 522 Service Reviews to customers
• Conducted 114 onsite customer visits

Our commitment is to continuously strive to achieve and sustain our mission of delivering A+ Service and Support.

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Provide a brief (up to 125 words) biography about the leader(s) of the nominated organization/department:

George Larribas is an executive vice president and the head of Treasury Management Client Delivery (TMCD) for Wells Fargo. He oversees more than 800 team members who are based in seven service centers nationwide. His group delivers customer service, technical support, and deposit support for Treasury Management’s large-corporate and middle-market customers.

With more than 26 years in banking, George began his career with Wells Fargo in 1990.He has managed several operations groups, including ACH and Electronic Payments. Prior to joining Wells Fargo, George managed the Electronic Banking division for First National Bank of Albuquerque, N.M.

George earned his B.S. in business management from the University of Phoenix, and a general banking diploma from the American Institute of Banking.