CREATING AN EMPLOYEE RECOGNITION MODEL
Sector: Financial services
Company: Banco de Credito del Peru (BCP)
Role: Design Research, Content Design, Facilitation
Tools: Interviews, Projective techniques, Focus groups, Benchmark, Storyboards, Proof of concept, Personas, Design principles, Workshops
Date: 2019-2020
THE CONTEXT
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There is no recognition model implemented for the entire bank (BCP), but some areas have launched their own initiatives in the absence of a general guideline.
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6 Focus groups (+40 participants) and 28 interviews were carried out with areas without any recognition model and areas with their own initiatives to discover how employees experience recognition and identify opportunities.
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Personas and design principles were build, and workshops were carried out with key areas that are part of the pilot for the new recognition model created.
* Due to the proprietary nature of this work, the case study will discuss my process and some of the work but at very high level.


Initiatives launched by teams for recognition: Kudo boxes and recognition boards
UNDERSTANDING THE USER'S NEEDS
FOCUS GROUPS & INTERVIEWS
Over the course of 2 weeks, my co-worker and me visited different areas to observe how they recognized employees. Additionally, we conducted 6 focus groups (+40 participants) and 28 interviews.




Participants from the focus groups
During the interviews, I used projective techniques to understand through image-association how employees perceived and experienced recognition.
Additionally, I incorporated a card-sorting exercise to understand what the collaborators valued the most.




Images used for the projective techniques
During the focus groups, I facilitated brainstorming sessions to co-create a first version of the recognition model.







Brainstorming sessions that I facilitated
I synthesized all of the information, debriefing and clustering per profile (ie. leaders, analysts, interns) and work type.



Sample from my debriefs and summaries
VALIDATING HYPOTHESIS
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I suggested we present an alternative recognition model (points are earned and later redeemed for products of your choice) besides the traditional one (pins and cards are given as recognition).
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By presenting both models to users through storyboards, they could evaluate their pros and cons, adjust the models and choose the one they preferred.
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It surprised me that users preferred a combination of both models. They valued personalization but also redeeming intangible elements (ie. Team gatherings, a day off).
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Storyboards presenting two recognition models
* Blurred content due to the proprietary nature.
Analysis & discoveries
I analyzed all the information collected and used it to identify 3 personas and build 5 design principles covering topics such as:
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Transparency
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Being consequential
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Focusing on individual motivation
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Focusing on results but also effort
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Seniority




Personas
* Blurred content due to the proprietary nature.
searching for alternative solutions
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I designed the content and experience for 3 co-creation workshops (I facilitated 2 of the sessions) with key departments focused on ideating the new recognition model and prioritizing strategies valued by the team in order to pilot them.
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The ideation considered variables such as visibility, feedback, desirability and temporality.
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The barriers identified cross-departments for the adoption of the model included lack off time and a mindset focused solely on results and high achievements.
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Sample from the virtual workshop
* Blurred content due to the proprietary nature.
NEXT STEPS
Collaboratively with the HR department, we proposed an MVP for recognition.
A pilot is being carried out during 3 months in order to learn what worked and what needs to me adjusted and improved.
see other projects

How might we enhance the day-to-day journey of the bank's branch employees through the tools provided for them?
(before and during the COVID-19 pandemic)

MAKING REMOTE CHANNELS THE FIRST CHOICE
How might we turn remote advisors into the main interaction channel, leaving the bank branches as the last option?