Late bank closure: Time for a review?(3)

“Some delays in closing are as a result of staff playing with their phones when there are data entries waiting to be authorized” in the system. Some supervisors also wait till close of day before they start the authorization process. Supervision should be strict on phone usage to increase productivity and reduce late closing”……..feedback from a concerned branch banking staff.

Dear Readers, for two weeks, I have shared my opinion as well the opinion of others and researchers on the above topic. Here are the final remarks from last week’s publication…….

Ghanaian banks are increasingly turning to digital solutions—especially mobile money, online banking apps, and interoperable payment systems—to reduce reliance on late branch closures, aiming to balance customer convenience with staff well-being.

The Bank of Ghana’s 2025–2029 National Payment Systems Strategy is central to this shift, pushing for a cash-lite economy and expanded digital finance infrastructure. In short, digital banking in Ghana is steadily eroding the need for late branch closures, offering young bankers, relief from extended hours while giving customers faster, more flexible service.

My articles are not to denigrate bank leaders in the late closure policy, but rather to create an awareness that in some cases the policy is not receiving the expected returns and therefore should not be a blanket implementation.

Let me share some observations of branch banking operations:

• Bank staff wake up from 4.30am to beat the traffic and report by 7.30 or 8.00 am depending on the opening time.
• Cash evacuated from the vaults and distributed to Tellers
• Machines, computers, etc ready to start attending to customers on the dot at 8.00am or 8.30am
• Banks open on the dot, waiting for customers. Staff waiting are busy browsing on the phones
• Only a few customers come in, mostly those who bring their cash for deposits, customers who are not into digital banking or not comfortable even with ATMs and therefore need physical attention.
• ATMs working 24/7 and only breaks for replenishment of cash.
• There are several calls from customers about their loans, account transactions etc.

In effect the banking halls are generally not crowded in the mornings.

• After 2.00pm, there is more activity in the banking halls when traditional banking booms. However, for twenty-four hours a day, digital banking account holders are active on their phones or computers doing banking through USSD, mobile apps, internet banking, etc.
• Between 3.30 and 5.00pm, traders are now busy in the banking halls making deposit of their daily sales. They can even enter the bank at 4.55pm with GHC2m cash because it is their right! Branches within malls need special dispensation since malls close late.
• Saturday banking services are restricted to market centers. Even though most closing time is 2.00pm, some traders still wait to mop up their cash untill the last minute to send their it to the branch nearby!

Efforts that bank staff can make to close early

• Authorization of data entries: Banks have Servive Level Agreements (SLAs) for various processes. These need to be strictly monitored for staff to adhere to them.
• In this era of virtual meetings, certain meetings take too long and reduce effective working time. These are common for managers and supervisors.
• Unnecessary time spent during lunch hours. I am also informed that due to the expensive lunch cost at the banks’ cafetaria, some staff opt to seek lunch outside the bank, reducing effective working time.
• Unending attendance on calls on Relationship Managers by customers.
• Manual transactions that can easily be digitized.
• Postponement of late requests that can be handled the following day.

Individual Coping Techniques

• Time management: Prioritizing tasks and using productivity tools to avoid unnecessary overtime.
• Mindfulness & relaxation: Short breaks, meditation, or breathing exercises during the day.
• Physical activity: Regular exercise reduces stress hormones and boosts energy.
• Social support: Building peer networks within the workplace to share challenges.

Apart from digital banking, banks are also making some efforts to make working conditions less stressful, to reduce any psychological stress created by long sitting or late closures in banking.

Management efforts on Stress Management Caused by Long Hours

Ø  Ergonomic Workplace Design: Modern designs include adjustable chairs and desks to reduce strain, sit-stand desks to encourage posture changes as well as  proper lighting and ventilation to improve comfort.

Ø  Health providers always indicate that the sedentary lifestyle of bank staff is associated with spine and back aches, ulcers, hypertension and diabetes. Movement & Break Policies should be incorporated in wellness programs. Micro-breaks every 60–90 minutes to stretch or walk. Encouraging walking meetings or standing discussions. Staff should use the stairs more than the elevators. Some banks have created spaces for aerobics and gym after close of work.

Ø  How flexible is the work? Where possible, flexible Scheduling is encouraged for staff rotating tasks to avoid monotony. Where possible Allowing remote or hybrid work to reduce commuting stress.

Ø  Wellness Programs like Stress management workshops and counselling services enables mindfulness and relaxation sessions during work hours.

Ø  Organizational Culture: supervisors need to be trained about leadership skills, recognition of burn-out and work towards its elimination. Teamwork should be encouraged as well as peer support for vulnerable staff.

• Corporate wellness programs: Many banks globally now run structured wellness initiatives, including yoga, meditation, and resilience training.

Banks are on course with low-cost interventions like scheduled stretch breaks, ergonomic chairs, and stress-awareness training. Over time, it is expanding to comprehensive wellness programs that integrate physical activity, counseling, and flexible work policies.

The following organizational policies are on course: Flexible scheduling are gradually being infused in the process of stress management.: Rotating shifts or hybrid work models reduce fatigue. Wellness programs: Tailored initiatives like fitness subsidies, mindfulness workshops, and counseling services increase participation and morale.  Clear workload management which involves setting realistic targets and redistributing tasks prevents chronic overwork.

Conclusion

To conclude the series, let me summarize with the following policies that are gradually being adopted by management to reduce the stress among bankers:

1. Flexible Work Arrangements

• Hybrid work models: Allow employees to split time between office and home.
• Shift rotation: Prevents chronic fatigue by balancing workloads.
• Flexible hours: Enables staff to manage personal commitments alongside work.

2. Workload Management

• Realistic targets: Avoid setting unattainable goals that drive burnout.
• Task redistribution: Ensure workloads are evenly spread across teams.
• Technology adoption: Automate repetitive tasks to reduce manual strain.

3. Employee Wellness Programs

• Counseling services: Confidential mental health support for staff.
• Fitness and relaxation initiatives: Subsidized gym memberships, yoga, or mindfulness workshops.
• Health screenings: Regular checks to detect stress-related conditions early.

4. Leadership & Culture Change

• Manager training: Equip leaders to recognize stress signs and support employees.
• Open communication: Encourage staff to voice concerns without fear of reprisal.
• Work-life balance culture: Senior leaders modeling healthy boundaries.

5. Recognition & Incentives

• Reward systems: Acknowledge hard work with bonuses or extra leave.
• Career development: Provide training and growth opportunities to reduce job insecurity.

Let me end with extracts from “Why Staying Late Is The New Red Flag At Work, By Alliance Manchester Business School, published Sep 15, 2025…

“Dr. Afshan Iqbal, organisational psychologist at Alliance Manchester Business School, argues that in an era where productivity is celebrated, staying late at the office may look like commitment, but it often signals something very different.

Those who consistently work beyond assigned hours find it harder to switch off and enjoy the downtime needed to rest and recharge. Working longer hours also reduces psychological detachment from work, which is essential for healthy recovery processes from one day to the next. Without that recovery, people are more vulnerable to increased stress and feelings of fatigue and exhaustion over time.

The bottom line is that staying late all the time isn’t a badge of honour, it’s a warning sign. True success comes from working smart, setting boundaries, and protecting wellbeing.

Work shouldn’t be the sole definition of identity. A healthier balance means more energy, better focus, and stronger relationships, both inside and outside of the office.

In the end, productivity is not about how late you log off, but about the clarity, creativity, and resilience you bring while you are working. Organisations that recognise this and build cultures around it will be the ones that thrive”.

I hope these three-part series gives us food for thought.