Case Studies
Increasing NPS through a Better Employee Experience
Challenge
Hampered by a less-than-desirable Net Promoter Score, a major U.S. retail health provider wanted to think differently about improving their customer experience. Though the employees had participated in online training that covered the company’s standard operating procedures and expectations for interacting with customers, few employees felt motivated to put those procedures and skills into practice. In fact, most viewed customer interactions as inconvenient transactions.
Solution
The company partnered with MOFI and the Disney Institute to create and implement an initiative designed to improve the customer experience by improving the employee experience. MOFI first worked with the Disney Institute and a set of executives and frontline workers to create a customer promise and accompanying in-person training program, then developed accompanying language resources and in-person training program. The initiative unified the entire organization around a common purpose and shifted customer interactions from transactions to relational.
Results
This initiative ignited purpose and passion in employees as they united around a common purpose and engaged with tools for creating a better customer experience. As a result, the company’s NPS increased dramatically in the 18 months that followed the initial training. Moreover, customer complaints decreased as employee morale increased. Throughout the organization, employees reported a renewed sense of purpose and energy and celebrated the positive impact their jobs could have on their communities.
“I’ve worked here for eleven years. This is the first time I’ve felt this positive about being supported and valued in my job. This program is going to set us apart and allow us to be the difference in the world of healthcare, and I can’t wait to see the difference that we can make in my small town!”
—Employee
Increasing Revenue through Bold New Patient Experience Ideas
Challenge
Since most people can’t control where they get lab tests, a leading healthcare diagnostics company wasn’t prioritizing the patient experience. When it realized it was missing revenue opportunities because patients weren’t following through on prescribed tests, it partnered with MOFI to develop and execute a strategy for creating a better patient experience that would make it easier for people to complete their lab tests.
Solution
MOFI worked with the company’s director of experience and innovation to design and launch an innovation-experience network of passionate frontline workers who were challenged to think boldly about changing the company’s patient experience. Through an application process, six teams of phlebotomists from around the country were chosen to launch the network with a three-day sprint focused on simplifying the patient arrival and check-in experience. During the sprint, the participants learned and applied the methodologies, mindsets, and heartsets of human-centered design, which taught them to approach their work differently. As the network has grown, the participants have continued to listen to and show empathy for all patient-experience stakeholders, while prototyping and testing big, bold ideas in their service centers.
Results
The company has seen an increase in revenue as a result of its improved patient experience. Moreover, the frontline workers who have been active in the innovation-experience network report an increased passion and eagerness to help create an improved experience for people who come to their locations. By empowering these frontline workers to practice empathy and solve for the challenges they see and endure each day, MOFI helped them shift their mindsets and approach to their jobs while solving for the company’s biggest experience challenges.
“It’s been truly amazing to see both the energy and the results as we’ve invested in our experience network. The teams who are involved are being challenged to rethink their interactions with patients and with each other. All of this combines to create the patient experience that we’ve always hoped for!”
—Innovation Experience Network Coordinator
Increasing Satisfaction and Reducing Absenteeism by Caring for Employees
Challenge
In the early days of the COVID-19 pandemic, workers at a major U.S. retailer’s distribution centers faced enormous pressures. Due to increased demand, they were being asked to work more hours while navigating pandemic-related fear and anxiety both at work and at home. Fatigue and absenteeism at the distribution centers shot up, putting much of the nation’s supply chain in jeopardy.
Solution
MOFI partnered with the retailer to quickly develop a companywide wellness initiative built around the multiple challenges distribution-center workers were facing. Just five days after our first conversation with the company, MOFI was on location in California to launch the first of 138 onsite wellness centers to address physical health (physical therapists, primary care providers), mental health (counselors, access to other resources), and financial health (access to financial advisors). After rapidly scaling the onsite model, MOFI shifted to support the development of a companywide virtual wellness center that provided the same support through a custom web portal. We also provided design and support for both distribution centers and retail stores whose workforces were compromised due to the high number of COVID-19 cases at their locations.
Results
In the first four weeks of this initiative, 138 onsite wellness centers were launched, reaching more than 96,000 employees. As each new center began addressing the needs of its workforce, productivity increased and absenteeism rates dropped. Both leaders and frontline workers reported a boost in morale and company loyalty as they saw their fears and anxieties being acknowledged and addressed. Due to the success of both the onsite and virtual wellness centers, elements of this initiative will continue beyond the pandemic.
“By working with MOFI to listen to our associates and then think creatively about how to best take care of them as quickly as possible, we avoided the potential disaster of supply-chain challenges while creating a new way of taking care of our associates, who are our most valuable resources!”
—Project Leader