Challenge:  I remember one of the first projects I ever worked on as a consultant in an HR consultancy firm,  whereby our challenge was to increase employee satisfaction and efficiency, adding value to the  company as a professional organization. The vision of our project was to create an efficient employee  management system whereby we could translate it to any organization witnessing low-levels of  employees’ satisfaction. My team and I, a group of 5 young experts in the field, truly believed that  customer approval of any company can only be achieved through high employee satisfaction and  fulfillment.    Selection:  We decided to use design thinking in order to achieve our aim, and we chose to use the learning launch  tool. By definition, the learning launch tool is about making small, quick and smart experiences in order  to test our hypothesis. Our testing ground was an 8-year old well-established real estate development  company, facing several customer issues as well as various employee problems. The project was limited  to internal resources (Financial and HR). As we had multiple ideas generated from different brain  storming sessions, we decided that the learning launch tool was a good outfit to the situation.     Application:  On one hand, we preceded every learning launch by various interviews with employees and surveys  ranking different aspects of the work nature and environment present in the company. And on the other  hand, we tracked the progress by noting the differences between answers given by employees to  numerous objective and subjective questions, before and after the learn launch. We divided employee  satisfaction levels into three different sectors (Personal, Social and Financial), and worked on improving  each sector at a time, in order to finalize a model whereby all sectors were optimized, according to  employees.    For our first learning launch, after we evaluated the Personal Sector as being the most important, we  focused on the work space of each employee – how it was decorated, where it was located, degrees of  privacy/transparency, amenities in the office (for breaks), cubicle/desk settings (confortable seating, low  visual pollution), etc… We devised a plan whereby we introduced or changed each item at a time, in  order to track the impact and keep the motion and anticipation levels high. These smart changes as we  like to call them, had a tremendous impact on employee satisfaction which brought us to our second  sector, socializing.    Our second learning launch focused on social needs of employees in the workplace and how it affected  their behavior and efficiency. Thus, we introduced free online collaborative softwares, whereby all  employees working on a similar project, could keep track, update and get further involvement in the  project itself. This created more efficiency in the work and supplemented employees with social  interactions. In addition we introduced a social plan of monthly outdoor activities, whereby we praised  and practiced team work, in order to strengthen the bond and create long-term relationships.

Our third and final learning launch focused on the financial aspect of the work, a process which was  poorly respected and managed by senior-level managers and directors. We introduced a new award  system of project-related micro-bonuses and micro-raises on a monthly basis rather than yearly basis.  The fast pace of this system was the reason of increase in efficiency during work-hours. Employees were  more serious and respectful of the new award system and the workflow as it is.    Insight:  The learning launch tool helped us test various assumptions we had about improving employee  satisfaction and helped us test our hypothesis in a quick effective method. The flow of data we gathered  was paramount in our evaluation of each designed learning launch. Furthermore, we kept using these  designs for months, testing the correlation between employee and customer satisfactions, assuming  high association between both. Our results were not completely as expected, as little connection was  accurately proved. However, we did see increases in customer satisfaction from the professional, yet  relaxing and positive environment that is now existing and emanating from employees. Innovative ideas  using design thinking was very helpful in helping and developing efficiency in employees, on a personal  and professional level.    Approach:  Our team used this design thinking tool in a very keen way, resourcing and developing our insight  further, applying it to different industries. Moving forward we might apply these designs on a broader  basis (designing learn launches uniquely to the various departments), testing several methods and  systems into finally creating a unique long-term solution: fashioning the relationship between  employees and customers on one hand, and employees, customers and organization on the other.  Future launch designs should come closer to a full solution on this matter.


Challenge : I remember one of the first projects I ever worked on as a consultant in an HR consultancy firm , whereby our challenge was to increase employee satisfaction and efficiency , adding value to the company as a professional organization . The vision of our project was to create an efficient employee management system whereby we could translate it to any organization witnessing low - levels of employees ’ satisfaction . My team and I , a group of 5 young experts in the field , truly believed that customer approval of any company can only be achieved through high employee satisfaction and fulfillment . Selection : We decided to use design thinking in order to achieve our aim , and we chose to use the learning launch tool . By definition , the learning launch tool is about making small , quick and smart experiences in order to test our hypothesis . Our testing ground was an 8 - year old well - established real estate development company , facing several customer issues as well as various employee problems . The project was limited to internal resources ( Financial and HR ) . As we had multiple ideas generated from different brain storming sessions , we decided that the learning launch tool was a good outfit to the situation . Application : On one hand , we preceded every learning launch by various interviews with employees and surveys ranking different aspects of the work nature and environment present in the company . And on the other hand , we tracked the progress by noting the differences between answers given by employees to numerous objective and subjective questions , before and after the learn launch . We divided employee satisfaction levels into three different sectors ( Personal , Social and Financial ) , and worked on improving each sector at a time , in order to finalize a model whereby all sectors were optimized , according to employees . For our first learning launch , after we evaluated the Personal Sector as being the most important , we focused on the work space of each employee – how it was decorated , where it was located , degrees of privacy / transparency , amenities in the office ( for breaks ) , cubicle / desk settings ( confortable seating , low visual pollution ) , etc … We devised a plan whereby we introduced or changed each item at a time , in order to track the impact and keep the motion and anticipation levels high . These smart changes as we like to call them , had a tremendous impact on employee satisfaction which brought us to our second sector , socializing . Our second learning launch focused on social needs of employees in the workplace and how it affected their behavior and efficiency . Thus , we introduced free online collaborative softwares , whereby all employees working on a similar project , could keep track , update and get further involvement in the project itself . This created more efficiency in the work and supplemented employees with social interactions . In addition we introduced a social plan of monthly outdoor activities , whereby we praised and practiced team work , in order to strengthen the bond and create long - term relationships . Our third and final learning launch focused on the financial aspect of the work , a process which was poorly respected and managed by senior - level managers and directors . We introduced a new award system of project - related micro - bonuses and micro - raises on a monthly basis rather than yearly basis . The fast pace of this system was the reason of increase in efficiency during work - hours . Employees were more serious and respectful of the new award system and the workflow as it is . Insight : The learning launch tool helped us test various assumptions we had about improving employee satisfaction and helped us test our hypothesis in a quick effective method . The flow of data we gathered was paramount in our evaluation of each designed learning launch . Furthermore , we kept using these designs for months , testing the correlation between employee and customer satisfactions , assuming high association between both . Our results were not completely as expected , as little connection was accurately proved . However , we did see increases in customer satisfaction from the professional , yet relaxing and positive environment that is now existing and emanating from employees . Innovative ideas using design thinking was very helpful in helping and developing efficiency in employees , on a personal and professional level . Approach : Our team used this design thinking tool in a very keen way , resourcing and developing our insight further , applying it to different industries . Moving forward we might apply these designs on a broader basis ( designing learn launches uniquely to the various departments ) , testing several methods and systems into finally creating a unique long - term solution : fashioning the relationship between employees and customers on one hand , and employees , customers and organization on the other . Future launch designs should come closer to a full solution on this matter .