Overview

While I was working at Philips, there were noticable low eNPS scores and high turnover in a specific department. I led the full service design effort, from identifying root causes to co-creating and piloting new internal support rituals and systems.

Impact

+30%

eNPS

-12%

Attrition

+60%

Career clarity after program participation

Challenge

Employees felt lost, unsupported and disconnected. Career discussions were rare and day-to-day work dominated attention.

  How might we design an internal support system that helps employees feel engaged, supported and                  motivated to grow within the organization?

Research approach

I combined eNPS data analysis, qualitative interviews and observation in order to achieve high data accuracy.

Research findings

Research showed what the common sentiment was: "stuck". Without much managerial support, people were feeling that their career path wasn't a priority.

Analysis & Scoping

I facilitated workshops with key stakeholders from the entire department to create the personas, customer journeys and align on our scope.

Personas & Customer journeys insights

We identified three personas and created their respective customer journeys. We saw some commonalities between them, but also differences.

Conceptual scoping & Prioritization

I facilitated a collaborative problem scoping workshop to define the problem space and focus our design efforts on where they'd matter the most.

Reframed problem statement

After the scoping exercise, I found necessary for us to reframe the problem statement and be even more aligned on what we are solving.

  How might we support early- and mid-career employees in shaping their growth path, even when time and    structure are scarce?

Ideation

I facilitated multiple ideation sessions using Crazy 8s, group sketching and clustering methods with team members and leaders.

Key ideas

The following were the key ideas that emerged that we decided to approve them for testing. All solutions contribute positively to make the employees feel more in charge of their career and supported.

Prototyping, Pilot & Roll-out

Before going fully rolling out, I pushed for testing the ideas for a short period before fully committing to anything that may not be wielded the desired results.

Pilot testing & Results

We decided to pilot the initiatives for three months and monitor the results.

+18%

eNPS                                  *morale boost and perceived culture improvement

3 teams

Squad adoption              *informal squad model spread organically

40%

Mini-project impact                                    *reported better career clarity post-participation

Final experience

After the pilot's success, the initiatives were fully implemented across the department.

  Peer-driven initiatives with monthly career 1:1s, internal project swaps and an employee happiness squad        to surface issues, embedded in the team's existing workflows.

Impact

+30%

eNPS

-12%

Attrition

+60%

Career clarity after program participation

Next steps

This project ended, but these are some areas that I'd explore.

PHASE 1: MENTORSHIP PROGRAM

Match mentors and mentees based on career goals.

PHASE 2: FOCUS ON SECONDARY PERSONA

Find solutions specifically for the secondary persona.

Learnings

I absolutely loved this project and I learned so much about people. Here are a few of my learnings.

CAREER CLARITY DOESN'T HAPPEN BY ACCIDENT

It requires structured opportunities to reflect, explore and connect.

SUPPORT CAN BE PEER-DRIVEN

HR isn’t always the best starting point for change.

KS

Let's create together

Phone: +31628750362
Email: kath.stavrou@gmail.com
LinkedIn: @kathstavrou

© Katharina Stavrou