The Starting @ RSL Care project team formed in late 2009 to understand what was happening in the space of induction and orientation. The team began to learn and apply a new methodology – Human-Centred Design, to understand the problem. At this point in time, the team has been through the first three phases of the Design process: Problem Definition, Discovery-Immersion and Creation.
The current New Employee Pathway has been designed based on the findings from interviews conducted with new employees in July. This pathway outlines the current experience a new employee has when starting at RSL Care. This has led the team to a number of insights/principles that any solution must meet to improve induction/orientation at RSL Care. Ideas have been developed based on this pathway and the findings from the interview process.
We sourced this great 4 page article in regards to open innovation which supports our Human-Centred Design principle and especially using ‘outside in’ thinking.
This article presents insights on the need to
- Directly engage with current and potential customer to better capture their needs
- Use an incremental change strategy when using technology
- Consider using a ‘fast follower’ strategy of proven concept to reduce strategy risk
Launching a new venture in a tough market (www.ridgy.com.au)
Launching a new business venture will always be a difficult and risky proposition for an entrepreneur. But launching a clothing brand in the highly competitive sports-fashion industry is almost cut-throat. The margin for error is very small. Our client’s personal experience and know-how in that industry inspired them to exploit a gap in the market.
They discovered that finding fashionable, functional and affordable ‘active wear’ is more difficult than you might expect – especially in the young adult market. They believed there were opportunity areas along the value chain that would allow them to build a unique value proposition and establish a reputable brand in a global market.
The goal - Design a better experience for new employees using Human-Centred Design.
Our client is one of Australia's largest (not for profit) provider of Aged Care Services. In an competitive employment environment, attracting and retaining talented staff is a major focus for organisations. The problem is extremely acute in health and aged care, one of the fastest growing sectors in Australia.
For an employer, developing a ‘differentiated’ employee value proposition has become a strategic priority. An area of concern for our client was the high churn rate of new employees compared to industry averages and extensive analysis revealed that this was having a significant business impact.
Our client who is a not for profit came to toughproblem with the following question…
“How might we engage all Australians in helping solve tough community problems”
Our client, an (ASX Top 20) financial services organisation need help in identifying the core requirements of a system that would help them manage the rollout of this large corporate program.