The right staff: hiring marketing and sales employees who are well matched to their jobs is critical to your bank's success. Here's how BB&T Corp., Winston-Salem, N.C., does it. (Feature).

"Hi. I'd like free checking with overdraft protection, a 15-year fixed-rate mortgage at no more than 6 percent APR, a high-yield money market account with no minimum balance, a low-interest credit card with perks and free credit protection, instant term life insurance coverage, and information on your retirement plans. Oh, and normally I'd like to be able to stop in on my way home from work, around 6 p.m., but right now I'm on my lunch break, so can we take care of this pretty quickly?"

The era of simplicity and "bankers hours" is long gone. And the time for one-stop shopping and catering to customers' whims is upon us. In addition to the challenge of trying to balance customer satisfaction with making a profit and keeping your sanity, there also is the marketing need to promote what's special about your bank.

Getting your financial institution's individual message out is not always easy--especially if the people delivering it aren't clear about the message. Or, if they are the wrong individuals for the job.

Who has what it takes?

People who have the greatest potential for success in marketing activities are typically smart, creative and big-picture oriented. They enjoy brainstorming and have a good ability to differentiate their products and services from the competition. But these are just the bare necessities. Several other factors need to be considered before determining if someone has what it takes.

Who is your target audience? What is the culture of your bank? What kinds of products and services will you be offering? What's your goal? Different types of people will be more or less successful depending on these answers. The key is matching the attributes of the person to the responsibilities of the job. Marketing responsibilities vary widely among companies, and to treat "marketing" in a one-size-fits-all manner is a sure way to undermine your efforts. It is important to clarify the image you want to convey and to understand what types of products make the most sense for the kinds of customers you want to attract.

Money, psychologically, means many different things to different customers. As Chuck Gaskin, vice president of workforce development for BB&T, Winston-Salem, N.C., puts it, "It's very personal. We need to have a good solid feel for where people are in their lives. What are their dreams, their financial aspirations, fears, concerns, monetary worries?" The types of products and services you offer need to make sense to customers on a personal level.

Managers at BB&T, which has more than 1,100 branches, say that there are two major factors that contribute to the institution's success. One is knowing what their customers want. The other is hiring the people who can deliver it.

A.C. McGraw, BB&T's media relations manager, explains that the way the bank finds out what its customers want is simply to ask them. "One method we use ... is surveying our clients," she shares. The company surveys clients about their satisfaction, banking preferences, (such as, "Do they prefer banking in person, online or through the ATM?") and on how they feel about specific products. Surveys are also conducted with clients who've closed accounts as well as those who remain loyal customers. BB&T also surveys competitors to find out what they're offering.

As the bank uncovers prospective and current customers' different needs and wants, McGraw explains, "We put forth a great effort to share product development information with them. Usually we do this through direct mail. Not only initially, but throughout the customer's life with us."

Of course, this "uncovering" and sharing of information is not simple. And it is not something that just anyone can do. Working with customers to find out what will keep them satisfied is an ongoing process that requires specific skills.

Personal attention for customers

Although banking products and services are changing at warp speed, one constant remains--customers, regardless of whether they are retail or commercial, want personal attention, individualized service and someone they believe in.

This concept is a driving force behind BB&T's business strategy. Chuck Gaskin, explains, 'When you're dealing with people's finances, one of the most important things you can offer is trust. We stress the importance of a single point of contact so the customer can really build a secure relationship. Our focus is on what we call 'integrated relationship management.' That means the contact person is there to support the client no matter what they need. Even if the customer needs to be referred to someone else, the contact remains in the picture to help the client with whatever financial waters are before them."

Regardless of the size of your bank, one of the most important things you can do for your customers--and your business--is understand the needs of the client. Hiring the people who have this innate ability is the first step. And nurturing this natural talent will take you even further.

As A. C. McGraw explains, "We have an extensive training program. We believe it's crucial to prepare our employees so we can best serve our clients. The main goal of the training program is teaching people how to identify needs and then provide the service. It boils down to listening to the client and training [employees] to handle all types of customers' needs. They need to know how to ask the right questions, taking into consideration lifestyle factors, and so forth. They will also need to bring issues to the attention of the client. For example, 'You have a child in high school who will be out in three years, are you prepared for college?' Or, 'You have aging parents, have you planned for their care?' Our responsibility is to help the customers know what they need and help them get it."

The toughest part

While BB&T's ability to assess needs and deliver what customers want may seem to flow easily and naturally to the outside observer, hiring employees who have the right combination of skills and personality traits is paramount to the success of the plan. And as Chuck Gaskin says, "Finding talent is the toughest part of my job."

He explains, "Products are essentially generic. Anyone could produce a plate of generic products and services for the 'typical' client. We go beyond that through the relationship building process. Identifying the client's true needs is the real value. So, finding people who are consultative and patient, as well as sales-driven, is a real challenge."

But it is a challenge that, when achieved, is worth the effort.

When it comes to hiring people who will be marketing and selling BB&T's products and services, Gaskin believes, "The number one competency we look for is empathy. We want a sincere interpersonal style that conveys a genuine interest in helping the client. At the same time, of course, these people also need to have persuasive dynamics that will move the clients in the direction that's best for them. It's also very important for them to be confident, able to handle details and capable of making quick decisions. They really have an ambidextrous behavior set."

That combination is a tall order.

But, as difficult as it is, many leaders and managers are beginning to discover their number one responsibility is to select the right employees, then help them grow and develop into top performers.

"We want people who are attracted to B&T's culture," says Gaskin. "We want to match the individual to the job demands. People who feel they are using their natural skills and abilities in a productive way are going to be high performers. They are going to be happy, and in turn, the customers are happy."

Joan Arkuszewski is a senior sales consultant, and Debra Dreessen is a senior marketing writer for Caliper, a human resources assessment and consulting firm based in Princeton, N.J. Telephone Joan Arkuszewski at [phone]. Access Caliper's website at www.caliperonline.com.