Award-winning program helps Australian icon transform
Since 1920, NRMA has helped millions of Australians to stay safe on the road. So why did Australia’s largest member organisation need our help with improving its Member loyalty, competitiveness and growth prospects? Because it needed to undergo fundamental change.
NRMA’s leaders knew that evolving marketplace dynamics and consumer behaviours could significantly impact Member retention and recruitment rates and threaten NRMA’s future. To be sustainable, it needed to transform itself. Research had revealed that some major challenges were hindering growth. There was a gap between the service experience Members expected and received, and staff were missing sales opportunities.
NRMA briefed Maximus to develop and deliver an organisation-wide learning program that linked directly into its corporate strategy, which was centred on delivering a consistent, high-quality service experience. The intention was to build on NRMA’s differentiator — its legendary Roadside Assistance service experience — to create a benchmark ‘NRMA Experience’ across all the group’s offerings. These included Roadside Assistance, Premium Care, Member Service, Travel, MotorServe and Safer Driving Schools.
NRMA and Maximus developed a multi-year program of customer-centric transformation, to be delivered within a Member Experience framework that ensured consistency.
NRMA and Maximus developed a multi-year program of customer-centric transformation, to be delivered within a Member Experience framework that ensured consistency. A cross-section of staff helped to develop the Member Experience vision with supporting skills and behaviours. These formed the basis of a blended learning solution encompassing strategy, culture, core behaviours, leadership capabilities, processes, support tools and metrics.
The heart of the solution was a series of interactive behavioural transformation programs that Maximus designed and tailored for each business division. We made the delivery dynamic and interactive, with multiple ways to drive and embed learning — from role playing to lunch-bag learning sessions.
A pilot with 163 managers and sales staff across three business units confirmed the programs would deliver the desired results. We subsequently rolled out the solution to more than 950 people across the remaining ten business divisions. The solution is sustainable, with refresher training, induction modules and a train the trainer system.
Before, during and after the pilot, Maximus tracked the ROI closely. We collected data in a number of ways, including focus groups, post-program analytics, follow-up assessments, customer satisfaction surveys, staff engagement results, mystery shoppers and sales figures. The results showed the pilot divisions had become more customer-centric, with measurable improvements in all key indicators:
- Year on year revenues rose by $7 million, $3.4 million ahead of target
- Up-selling and cross-selling increased by 112 percent
- There was a 5 percent increase in customer satisfaction against overall KPI targets
- An employee engagement score of 87 percent, up 5 percent over the previous year
The key metrics continue to trend upwards, indicating that the solution is sustainable. The program has been so successful that NRMA and Maximus entered it into two categories at the Australian Institute of Training and Development (AITD) Excellence Awards, winning a place in the finals and a highly commended award.
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