Chapter (2)
My Case Studies
Case study: A behavioural approach to social culture: Rebuilding social culture for retention
Background
Employees at the company have recently experienced a decline in social culture. Budget cuts have further restricted funding for social activities, which have traditionally played a vital role in fostering community and engagement. Despite these challenges, reviving social culture is essential for maintaining a positive work environment. Therefore, we formed an actionable team to drive this initiative from the bottom up.Impact
- Support the leadership team in their ongoing initiative to replicate the study across different companies within EMEA and NA.
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The Global Head of Delivery views this initiative as a valuable resource in the context of the ongoing global rebranding effort.
- Allocation of budget for a company’s winter social.
Objectives
- Understand attitudes towards socialising with co-workers.
- Identify the most desirable activities.
- Identify barriers to engaging in social activities.
- Understand perceptions of company culture.
- Understand perceptions and outcomes of attending social activities.
Consequently, I designed and facilitated a collaborative workshop with the aim to:
- Increase understanding of the goals, pain points, and needs of employees (empathy mapping).
- Identify desirable outcomes and behaviours/activities to achieve these outcomes.
- Prioritise behaviours/activities according the impact on the outcome and feasibility.
- Design initiatives that will enhance engagement in identified activities/behaviours and address the desired outcomes.
This workshop was designed with behavioural design principles in mind. Each team created an initiative ideating on key influencers, punishments and rewards targeting intrinsic motivation, prompts, barreirs, low budget solutions, improved solutions by having a budget, and success metrics:
When doing [activity],
we need [key decision-makers, employees] to participate.
We may increase employees participation by [providing reward/"punishment"]
reinforcing [intrinsic motivation by]
and prompting them with [specific type of reminder].
We are accommodating those that
[barrier from research] by doing [solution].
With a minimal budget, we achieve this by [low-cost idea]
but with a larger budget we could enhance impact by [improvement].
We can measure the success by [specific success metric].
we need [key decision-makers, employees] to participate.
We may increase employees participation by [providing reward/"punishment"]
reinforcing [intrinsic motivation by]
and prompting them with [specific type of reminder].
We are accommodating those that
[barrier from research] by doing [solution].
With a minimal budget, we achieve this by [low-cost idea]
but with a larger budget we could enhance impact by [improvement].
We can measure the success by [specific success metric].
Participants
All employees of the company were encouraged to take part in the survey, resulting in a 62% response rate. Workshop participants represented a wider range of disciplines and offices across all UK locations.Methods
- survey
Analysis
- Cleaning of data (e.g., abnormal values, suspicious answers, consistency of responses)and creating new variables (top-2-box for continuous variables).
- Run descriptive stats for scales and ratio data to understand frequency distribution and sample characteristics.
- Determined the confidence in and the accuracy of figures (e.g. mean, confidence intervals, effect sizes).
- Compared different groups via Qualtrics.
- Examined relationships between variables.
- Created charts in Excel and Display R.
Deliverables
- Collaborative ideation workshop,
- concepts for activities that aim to increase sense of belonging based on intrinsic motivation,
- playback to senior leadership team.