AMP is a leading wealth management company with 3,800 employees in Australia and New Zealand. It is Australia’s largest retail and corporate superannuation provider, and one of the region’s most significant investment managers with more than A$92 billion in assets under management (as of 31 December 2008). Our focus was on the Customer Service side of the business, in particular the call centers.
The Situation
The Director of Customer Service Strategy was asked to:
- Reduce head count
- Increase service levels
- Increase efficiency
We used the following:
- Senior Leader performance education and cultural implementation
- Wider leadership development and High Performance Environmental Structure (HPES) education over 12 months
In the words of Helen Wells, Director of Customer Service Coaching:
“When I joined AMP, I inherited a branch that I thought was particularly soft. We are now generating revenue figures in this population that are greater than any other channel. This, of course, is additionally impressive as it is within a financial service firm amongst a worldwide financial crisis. I absolutely see this as a result of implementation of the HPES.
When I first joined, each individual had a target of $1,500/week. I reevaluated that target and set it at $10,000/week. There was a lot of resistance at the start, but I maintained and enacted the principles of HPES. Since inception (less than one year), the average revenue generated per person is $6,000-$8,000/week. I am now in the process of enhancing the rewards mechanism so that I close the gap and achieve an average revenue generation of $10,000/week.
After adopting HPES, I have seen consistent hitting of targets in my business. The HPES has had a performance-based effect.”
