Corporate banking: work smarter, not harder. On user self-onboarding
Why would a bank let their corporates indulge in setting up system privileges online – without keeping close tabs on the process? Here’s why.
It is one of the major prerogatives of any given bank: deciding who, when and how can people benefit from online account access. More than that, it is a legal requirement for a financial institution to know their customers, including those who prefer to point and click.
But there must be a better way to stay on top of the number of pointers and clickers – especially new ones – than relying on a small army of personnel. We know there is. We created one.
It’s called self-onboarding: with it, banks can still have full control over the influx of new users simply because every instance of adding or modifying each user has to be approved by an authorised bank employee before taking effect.
But corporates join in by themselves, entering all the necessary data, and the only thing left for a banker to do is to put a tick by verified names at the end of the day. The “approval” part is just what concerns banks here. Period.
For corporates, self-onboarding means they have the power to set up numerous users at once whenever they want and wherever they are. As a result, it may take as little as one day for fresh hires to get their online privileges up and running.
As Agnieszka Piróg, product manager at Comarch, has it: “Onboarding became so straightforward and fast for our clients: just enter personal data, choose rights and limits, sit back and relax as the welcome package gets on its way.”
It actually resembles registering at a fancy online store with a very good security level – and has nothing to do with cutting through the red tape. “Once companies try self-onboarding, they no longer wish to go back to waiting in line for their slot in a banker’s schedule,” says Krystian Suchodolski, consulting director at Comarch.
Bank clerks, in turn, are happy to avoid potential human errors related to granting wrong rights to wrong users, which could put a dent in bank-customer business relations at best, and lead to a costly legal battle – at worst.
Strangely enough, the more experience a bank employee has under their belt, the more likely they are to make such error. “From the employee’s perspective, when you onboard dozens of users each day, the routine of it makes it easier for your mind to wander,” explains Bartosz Lerka, Comarch’s business consultant.
Bottom line is: instead of putting endless resources to double- or triple-check what already takes some elbow grease, it is much more prudent to shift a large part of it to fresh and attentive minds of corporate admins.
Especially if you consider that the onboarding wizard is available on the web, which really makes things smooth for everyone. The wizard can even be adjusted to the size of a given company and the number of its online banking users.
That’s what we call smart, not hard.
By Bartosz Lerka, business solution consultant, Comarch
This article is featured in the September 2017 issue of the Banking Technology magazine. Click here to read the digital edition (it is free!).