1

Yes, Lucy should utilize this meeting to engage with the workforce and develop a solution to
enhance employee and organizational performance. That is, without a doubt, the case.
However, resolving these issues will need a series of discussions with workers. The fundamental
problem is that the existing employee and customer arrangement is unbalanced: the demand
for services outnumbers their capacity to meet the client's needs. Improving branch efficiency
requires reorganizing the service and client mix. Lucy may use this meeting to address some of
the branch's problems. Lucy should offer each person in the gathering enough opportunity to
share their thoughts, evaluations, and proposals for recognized evidence of the challenges, their
underlying motivations, and choice arrangements to make the conference productive. Lucy
should agree on the preferred method of resolving the various difficulties. Such meetings are
beneficial in terms of conceiving alternative solutions to multiple challenges. The demand for
services outnumbers the employees' capacity to serve clients, and Lucy must find a method to
strike a balance between service and consumer satisfaction to overcome the problem.

2
Lucy has a few options when it comes to dealing with this problem. To begin, she may request
more personnel from her administration. She might suggest various options in addition to hiring
all-day workers, such as low-maintenance jobs or transferring employees to another office. She
may also pursue the final opportunity of solo action with pleasant buddy branch leaders.
Second, customers using tellers for transactions that might be completed via more productive
channels contributes to the profitability problem. Clients may be pulled closer and encouraged
to use more advantageous tactics in various ways, including direct deposit of financial checks,
use of automated teller machines (ATMs), and online banking. Because her branch is near a
variety of companies, she may devise a marketing strategy to approach them and build a direct
financing shop. She might also collaborate with Marketing on in-branch limited-time crusades to
increase ATM use and account management. Third, she must unite with her team to find ways
to enhance administration. The team would use this process to find recurring difficulties and
appropriate solutions.
She might begin by seeking further assistance from her supervisor. She may recommend a
variety of possibilities, such as part-time roles or sharing workers with another location and full-
time employees. She may even pursue the second choice on her own, with the help of willing
peer branch managers.
Second, clients utilizing tellers for transactions that might be handled more efficiently via other
channels contribute to the productivity issue. Customers may be contacted in various ways, and
they can be urged to employ more productive methods like direct deposit of payroll checks and
automated teller machines (ATMs). Because her branch is near many firms, she can suggest a
marketing effort to get them to set up direct payroll deposits. She could also collaborate with
Marketing on in-branch marketing activities to boost ATM use. Third, she must unite with her
employees to find methods to enhance service. The team would be in charge of identifying
reoccurring issues and developing solutions.
Lucy may also seek the hiring of additional employees or the reinstatement of previously laid-off
employees to help with customer care. The bank can continue serving existing clients while
accepting new ones without feeling overwhelmed. Another tactic Lucy may use to provide
 prompt and efficient service to consumers is encouraging automated banking options like ATMs
and direct deposits. Customers will wait more minor, and employees will spend less time dealing
with simple transactions if this modern technology is used.

Lucy should initiate a quality circle or a productivity improvement program with her coworkers.
Many key actions are required to carry out such an attempt:
 
 Lucy should first convey the workplace standards to her employees and answer any
issues they may have.
 
 Lucy and the other staff should have frequent meetings to communicate effectively and
identify and resolve difficulties before they impair their performance.
 
 All employees should be taught how to deal with demanding clients and how to enhance
their quality and performance.
 
 She should explain the program to her employees and let them know that it is one option
available to them to improve their position. She could not comment on several current
experiments (see an answer to Question 2). She should stress that this is a time-
consuming operation.

 In order to improve quality and production, she and her staff need be educated. She
should also make it a point to conduct regular performance evaluations of her employees.
Having frequent meetings to discuss issues and potential solutions is a good idea.

 Improving the education and training of her employees should be one of her top goals.
When dealing with irate clients or the technical aspects of branch operations, this might
happen. She'll need help getting up to speed in these areas.

 In order for the effort to be successful, she must inform her staff and demonstrate how it
may benefit them. The stuff she's presently experimenting with may be shown.

 Quality and efficiency training should be provided to her and her employees. As a result,
she should practice delivering execution reports to the staff members.

 Her daily meetings should be used to identify problems and brainstorm solutions.

 She should put some of her efforts into making sure her employees is ready for anything
comes their way. When working with picky customers or highly specialized branch work,
this might arise. She'd need to look for preliminary aid in these areas.