While many consumers are moving their basic transactions online, they do still visit the branch where they will interact with your tellers. Today’s Teller: Developing Basic Skills teaches the basics of being an accurate and high-performing teller, including everyday tasks, like how to handle checks, handle cash, process transactions, and provide quality customer service. In addition, participants learn about the evolving role of tellers in today’s banks, as well as safety and security procedures. Today's Teller: Developing Basic Skills is a solid basis for a new teller training program, and can be used to supplement bank-developed content. Bank specific products, policies and procedures can be taught after covering the role of the teller in the business of banking. The accompanying Leader's Guide makes this program easy to teach in the bank by providing suggested lesson plans and ways to structure the delivery of the content. And Today's Teller also includes Job Aids that students can keep at the teller station for convenient reference.
(PDF) ISBN-10: 0-89982-716-0 ISBN-13 978-089982-716-2.
Teller Training Manual 2 Opening and Closing Procedure Opening and closing procedures varies from the branch to the branch. The procedure depends. Model Teller/CSR Training Manual with Trainer's Guide [Dena Somers] on Amazon.com. *FREE* shipping on qualifying offers.
This Train-the-Trainer Manual addresses the need for. Model for others. Training/mentoring role by participating in Training of Trainers type workshops.
Bank Secrecy Act Anti-Money Laundering Examination Manual EXAMINATION PROCEDURES BSA/AML Compliance Program Objective. Assess the adequacy of the bank’s BSA/AML compliance program. Determine whether the bank has developed, administered, and maintained an effective program for compliance with the BSA and all of its implementing regulations. Review the bank’s board approved 35 The Federal Reserve, the FDIC, and the OCC each require the U.S. Branches, agencies, and representative offices of the foreign banks they supervise operating in the United States to develop written BSA compliance programs that are approved by their respective bank's board of directors and noted in the minutes, or that are approved by delegates acting under the express authority of their respective bank's board of directors to approve the BSA compliance programs.
'Express authority' means the head office must be aware of its U.S. AML program requirements and there must be some indication of purposeful delegation. For those U.S.
Branches, agencies, and representative office of foreign banks that were already in compliance with existing obligations under the BSA (and usual and customary business practices), the BSA compliance program requirement should not impose additional burden. Refer to 71 Fed. 13936 (March 20, 2006). Refer to expanded overview section, 'Foreign Branches and Offices of U.S. Banks,' page 164, for further guidance. Written BSA/AML compliance program 36 The Federal Reserve requires Edge and agreement corporations and U.S. Branches, agencies, and other offices of foreign banks supervised by the Federal Reserve to establish and maintain procedures reasonably designed to ensure and monitor compliance with the BSA and related regulations (refer to Regulation K, 12 CFR 211.5(m)(1) and 12 CFR 211.24(j)(1)).
In addition, because the BSA does not apply extraterritorially, foreign offices of domestic banks are expected to have policies, procedures, and processes in place to protect against risks of money laundering and terrorist financing (12 CFR 211.24(j)(1) and 12 CFR 326.8). To ensure it contains the following required elements: • A system of internal controls to ensure ongoing compliance. • Independent testing of BSA compliance. • A specifically designated person or persons responsible for managing BSA compliance (BSA compliance officer). • Training for appropriate personnel. A bank must have a BSA/AML compliance program commensurate with its respective BSA/AML risk profile. In addition, a CIP must be included as part of the BSA/AML compliance program.
Assess whether the board of directors and senior management receive adequate reports on BSA/AML compliance. Risk Assessment Link to the BSA/AML Compliance Program 3. On the basis of examination procedures completed in the scoping and planning process, including the review of the risk assessment, determine whether the bank has adequately identified the risk within its banking operations (products, services, customers, entities, and geographic locations) and incorporated the risk into the BSA/AML compliance program. Refer to ) when performing this analysis. Internal Controls 4. Determine whether the BSA/AML compliance program includes policies, procedures, and processes that: • Identify higher-risk banking operations (products, services, customers, entities, and geographic locations); provide for periodic updates to the bank’s risk profile; and provide for a BSA/AML compliance program tailored to manage risks. • Inform the board of directors, or a committee thereof, and senior management, of compliance initiatives, identified compliance deficiencies, SARs filed, and corrective action taken. Engine 306 Manual.
• Identify a person or persons responsible for BSA/AML compliance. • Provide for program continuity despite changes in management or employee composition or structure.
• Meet all regulatory requirements, meet recommendations for BSA/AML compliance, and provide for timely updates to implement changes in regulations. • Implement risk-based CDD policies, procedures, and processes. • Identify reportable transactions and accurately file all required reports, including SARs, CTRs, and CTR exemptions. (Banks should consider centralizing the review and report-filing functions within the banking organization.) • Provide for dual controls and the segregation of duties to the extent possible. For example, employees that complete the reporting forms (such as SARs, CTRs, and CTR exemptions) generally should not also be responsible for the decision to file the reports or grant the exemptions.
• Provide sufficient controls and monitoring systems for the timely detection and reporting of suspicious activity. • Provide for adequate supervision of employees that handle currency transactions, complete reports, grant exemptions, monitor for suspicious activity, or engage in any other activity covered by the BSA and its implementing regulations. • Train employees to be aware of their responsibilities under the BSA regulations and internal policy guidelines. • Incorporate BSA compliance into job descriptions and performance evaluations of appropriate personnel. Independent Testing 5. Determine whether the BSA/AML testing (audit) is independent (e.g., performed by a person (or persons) not involved with the bank’s BSA/AML compliance staff) and whether persons conducting the testing report directly to the board of directors or to a designated board committee comprised primarily or completely of outside directors.