Customer Verification and Counter Fraud Assessment for Branch, Contact Centre and Back-Office TeamsNobody fails a check they had time for. The question is the one with nine people waiting.
Eight situations put to you twice - same four options word for word, same right answer, and one difference: whether anybody is waiting.
Awareness training tells you what fraud looks like. It cannot tell you what a queue costs you.
Frontline fraud-recognition courses are published at around fifty-five dollars a seat to members and seventy-five to everybody else, the fraud-examiner exam fee runs to several hundred, and specialist course catalogues span a few hundred to a few thousand. All of them teach recognition. None of them measures the gap between what somebody knows and what they do with a queue building.
Sixteen of these exercises are eight situations put twice. The two versions carry the same four options word for word and the same right answer, and differ in one thing only: whether anybody is waiting. A closing window, a senior colleague, a customer already late, nine people in the queue.
Your headline is not how many you got right - it is the DIFFERENCE between the two sets. Somebody accurate throughout and somebody inaccurate throughout both come out near zero on a cost, which is exactly what a cost should do, and both get their accuracy reported separately underneath. The two are never fused, because a cost with a level folded into it is unreadable in a way nobody can see.
The difference is taken on the raw scale, and that matters. Chance-correcting each set against its own prior and subtracting makes the difference move with the respondent's level, because the two sets have different nulls by construction and that difference is precisely what is being measured. The correction goes on the comparison instead: the report prints what somebody answering the way people answer loses across the same two sets, drawn on the same axis as your own.
And checking harder is not the right answer. On three of the eight pairs the customer has already passed and the scored error is over-verification - a cost somebody pays that never reaches an incident report, because nothing went wrong that anybody logged.
What you walk away with
Pressured accuracy minus settled accuracy on the raw scale, with the ordinary cost drawn beside it.
How accurate you were overall, never folded into the cost, because they are two different facts.
Eight trials a side cannot support a point estimate, and a band that crosses zero is drawn crossing zero and said to.
What happened to each situation settled and pressured, and which way it moved.
The calls that should have proceeded, scored as errors, because a customer refused after passing is a cost somebody pays.
Aimed at whichever part of your own sitting sat lowest.
Inside your report
Illustrative sample — your report is generated from your own responses.
Solid inner band: about two chances in three. Dashed outer band: nineteen in twenty. Eight pairs a side cannot support a point estimate, and drawing one is how a short instrument lies.
| Situation | Nobody waiting | Somebody waiting | What moved |
|---|---|---|---|
| Change the mobile number on the account | right | wrong | ▼ right settled, wrong pressured |
| Give a balance to a customer who has passed | wrong | wrong | = same both times |
| A caller says a colleague approved it | right | right | = same both times |
Same four options word for word, same right answer. The only thing that changes between the two versions is whether anybody is waiting.
Built for
- Branch, counter and contact-centre staff who verify customers
- Back-office and payment-operations teams releasing instructions
- Team leaders deciding how long a check is actually given
- Financial-crime and training teams looking for where the drift happens
Find out what a queue costs your checks
35 exercises across five formats · about 35 minutes · the cost, the level, every band and all eight pairs printed.
₹699 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
No. No regulation, scheme, bank or system is named anywhere in it. Every exercise turns on what a check establishes and what a request is asking for, which is the same wherever the desk is.
No, and three of the eight pairs are built to prove it. On those the customer has already passed and the scored error is checking further or refusing. A customer refused after passing is a real cost, and it never appears in an incident report because nothing went wrong that anybody logged.
Then the report says so plainly: eight pairs a side cannot distinguish your cost from no cost at all. That is a fact about the length of the form rather than about you, and printing the number as though it were settled would be the dishonest version of the page.
No. It says nothing about anybody's honesty. A large cost is most often a fact about how a desk is staffed and how long a check is given, and the report says that before it says anything else.
About thirty-five minutes for thirty-five exercises. ₹699 in India, inclusive of GST, or US$6.99 elsewhere, one time, for the sitting and the full report.
Each one takes a single capability, puts you inside the situations where it is actually tested, and scores your choices against published evidence — with a report designed for that capability alone, not a template. They span hiring, compliance, education, operations and personal skill.
Browse the catalogue →Methodology: Thirty-five original exercises across five formats: sixteen matched verification calls in eight pairs, six select-every-that-applies exercises, six binary claims, four most-and-least forced choices and three matching exercises. The declared response instruction is behavioural tendency throughout - what would you do - and one instruction covers the whole form. Construct statement: it measures what a stated pressure costs somebody's verification decisions, what they take a check to have established, whether they can tell a request that is being directed by somebody else from an ordinary one, and when they stop and refer. It does not measure knowledge of any country's financial-crime rules, any named fraud system or any organisation's own procedure, and it is not an integrity screen: a low result is a reason to look at how a desk is staffed, not a conclusion about anybody's honesty. Scoring is a matched-trial within-person contrast. The eight pairs are matched on everything the design can match - the same situation, the same four options word for word, the same key, the same response set - and differ only in whether somebody is waiting. The headline is the DIFFERENCE between accuracy on the pressured set and accuracy on the settled set, taken on the raw scale. That matters and it is easy to get wrong: chance-correcting each set against its own prior and subtracting the two corrected figures makes the difference move with the respondent's level, because the two sets have different nulls by construction and that difference is precisely the ordinary cost being measured. The correction belongs on the comparison instead, so the report prints what a respondent answering at the declared priors loses across the same two sets, and the reader sees their own difference against it. Raw accuracy is reported separately and never fused with the difference, because somebody accurate everywhere and somebody inaccurate everywhere both land near zero on a cost and those are two different people. The keys vary by design: three pairs key proceeding, three key a further check and two key declining and referring, so neither always checking nor never checking is a strategy - and on the three that key proceeding, over-verification is the scored error, because a customer refused after passing is a cost the instrument refuses to pretend is free. Half the pairs are delivered settled first and half pressured first, and the two members of every pair sit at least ten exercises apart, so order and fatigue are not confounded with the load. Every figure carries a band computed from the two sets' own binomial error, because eight trials a side cannot support a point estimate and a report that prints one is claiming precision it does not have. Constructs and sources: the experimental literature on time pressure and decision quality, in which accuracy under pressure falls through a shift to fewer cues rather than through slower processing (Payne, Bettman and Johnson on adaptive strategy selection; Maule and Edland on time pressure and choice); the vigilance and signal-detection work showing that criterion, not sensitivity, moves first under load; the social-engineering literature on authority, urgency and scarcity as compliance levers (Cialdini's influence principles, applied to fraud rather than to sales); published typologies of authorised push payment and impersonation fraud, in which the customer passes every identity check because the customer is genuinely making the request; the human-factors finding that an exception granted under pressure becomes the team's remembered precedent; work on the costs of over-verification and customer friction, which is why three of the eight pairs key proceeding; McDaniel and colleagues on behavioural-tendency response instructions; and Haladyna, Downing and Rodriguez on plausible distractors and cue control. All exercises are original works; no commercial instrument's items or name is reproduced, no bank, vendor or scheme is named, and no affiliation is implied.