Profile: Mike Casey, New Zealand Automobile Association
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Mike Casey Number of years in Role: 1½ years. 12 years in industry. |
What do you do?
I ensure that New Zealand Automobile Association (NZAA) members and clients receive the No.1 Service in our industry. We are currently No.1 in our industry and the goal is not only to remain no.1 but to continually improve the service we provide.
What results are expected in your position?
Primary focus is to ensure that KPI’s and members and clients needs are met. We operate a balanced scorecard, thus ensuring that our members and clients receive the no.1 service in our industry.
What has been your biggest career highlight to date?
Working with NZAA. NZAA are not only a great company to work for but I see it as a lifetime choice. There is a lot of scope within the company.
What is the best and worst thing about your job?
The best thing is the people. No one day is the same. People management is the most challenging part of a role. There isn’t a worst thing. Any negatives are very quickly turned into positives here.
Any tips on how to get and stay ahead?
Having super people, processes and technology. These are the keys to getting and staying ahead.
How do you encourage loyalty with your staff and clients?
We have an open door policy within the organisation. The team managers are always working on how to help staff improve themselves and their services to clients/members. In return this not only gains us loyalty from staff but we then get loyalty from our clients/members as well as they are happy.
What do you think employees want from their employer?
Besides the normal safe environment, sound technology and remuneration, staff appreciate honest & open communication.
What does your company do for its staff that you feel is different from what other companies provide?
NZAA are always working on improving and retaining the staff they already have. There is support for staff members that want to go further within the organisation. Although a large organisation all staff are people not numbers.
What are the biggest human capital issues your industry is dealing with? And what should be done about it?
Because we have low turnover within our organisation we don’t have a big problem with human capital issues. There are the normal sickness and attendance issues but this is very minimal.