Little challenges Transforming the 20x20 vision into an action-driven internal culture Valentina L贸pez, MA Service Design, RCA 2014
Little challenges
Little challenges Transforming the 20x20 vision into an action-driven internal culture Valentina L贸pez, MA Service Design, RCA 2014
The Index Executive Summary
5
The Discovery Understanding the 20x20 Vision
8
2013 Field Research Review
10
Employee Engagement Management
12
Corporate Sustainability Culture
14
Exploratory Interviews
16
Servicescape Analysis
18
Stakeholders Analysis
20
The Definition Provocations and Interviews
24
Personas and User Journeys
26
Problem statement
28
The Development Solution framework
32
Co-creation workshop
34
Service Value Proposition
36
The Delivery Service Blueprint
40
Touchpoints
42
Benefits
44
The Appendix Personas
48
The Platform
50
Executive Summary
By 2020, Sainsbury’s aims to become the most sustainable and trusted retailer where people love to work and shop. In order to do this, they have created a plan which describes 20 goals, that respond to their five values: best for food and health, sourcing with integrity, respect for the environment, making a positive change in the community and be recognised as a great place to work. This plan is known as the 20x20 vision. One of the key factors to succeed in the implementation of this plan and to accomplish their final goal, it’s the participation and engagement of the colleagues with the 20x20 vision. 157,000 colleagues work for Sainsbury’s, which means 157,000 potential ambassadors of the sustainability messages and actions, transforming the 20x20 vision into a programme that could have a great social, economic and environmental impact, not only in the Sainsbury’s stores, but across the UK.
157,000 colleagues work for Sainsbury’s, which means 157,000 potential ambassadors of the sustainability messages and actions
Little Challenges it’s a collaborative platform which organises colleagues, where they can find and propose sustainability challenges, create their own teams to tackle those challenges, compete against other teams and receive rewards if they are chosen the winners of the challenges. These challenges can be related to energy consumption and waste management, activities to support the community, or supply chain engagement, bringing to life the 20x20 vision through the colleagues’s actions. The benefits of Little Challenges are multiple, for Sainsbury’s it represents a source of new initiatives to achieve the 20x20 vision; for the colleagues it’s a clear way to see the benefits of sustainability at the same time it gives them recognition and reward for their efforts; finally, for the community they will be the main target of some of the Little Challenges, so they will be directly benefited from it.
5
The Discovery Exploring the current situation The discovery phase consists of a variety of research processes, focused on the overall understanding of the environment, constrains and motivations of the colleagues, and the best practices around engagement management and internal sustainability programmes.
Understanding the 20x20 Vision
To understand why the 20x20 vision it’s a fundamental part of today’s Sainsbury’s value proposition, and it’s not jut s social corporate responsibility programme, we first need to understand the real reasons and motivations behind the 20x20 vision. On one hand, Sainsbury’s has found that their customers are becoming increasingly worried about the source of their food, the right treat of workers and animals, the pollution and the environment. They are demanding to have more access to this type of information, at the same time that they are showing a preference for products that are more responsible with the environment, locally produced and represent values like fair trade.
Motivated, involved and engaged colleagues are fundamental for Sainsbury’s success
8
On the other hand, the costs of energy are constantly increasing every year, which has a direct repercussion in the operational costs of Sainsbury’s. In addition, the population is rising at a time when natural resources are decreasing. The capacity to provide food is threatened by climate change, water scarcity, lack of land space for agriculture and unsustainable farming practices. This means that it has become imperative to find ways to save energy, have a better waste management and build resilient supply chains to ensure overall sustainability of their business.
The Discovery
Sourcing with integrity
Best for food and health
5 values
Respect for our environment
A great place to work
The five values that represent the guide for the 20x20 vision are: Best for food and health This involves making it economical and easy for the customers to enjoy a healthier, balanced lifestyle, providing specialist health services and promoting activity. Sourcing with integrity Consumers care about the provenance of the goods they buy and the integrity of the companies they spend their money with. So sourcing with integrity is key in their dealings with farmers, growers and suppliers in the UK and around the world. Respect for our environment Sainsbury’s aims to be the UK’s greenest grocer and look to act sustainably, address climate change and conserve resources. Their focus
is not only reducing their impact on the environment, but having a positive effect engaging their suppliers and close communities to do the same. Making a difference to our community With over 1,100 stores across the UK, 21 depots and 3 store support centres employing 157,000 colleagues, they feel responsible of getting involved and promote a good neighbour. A great place to work They believe their success rests upon the 157,000 colleagues working in the stores, depots and offices who interact the customers every day. Motivated, involved and engaged colleagues are fundamental for their success. They’re committed to giving people the opportunity to work in a place that helps them further develop themselves.
9
2013 Field Research Review
During the summer of 2012, a group of Service Design students spent a couple of month doing different research projects in Sainsbury’s stores at Hythe and Larkhill. The research activities include: interviews, observation, focus groups and co-creation workshops with colleagues and customers. One of the starting points of the research process for this project was to review the information of this research experience, talk to the members of the team to understand their processes and insights and build on it. This are the main insights found last year regarding to the colleagues perceptions. Communications: There is a limited understanding of link between colleagues tasks, sustainability, and Sainsbury’s values. Engagement: Sustainability, customer and community engagement can create a sense of pride and purpose as evidenced by the launch of more sustainable stores. Momentum: the half-life of the buzz associated with the launch of more sustainable stores is measured in weeks. The actions soon become another task on a list as the motivation subsides and the purpose of the actions are no longer evident.
Metrics: key performance indicators become associated more with task compliance than sustainability outcomes, and are diluted by other performance metrics. Lost Opportunities: The opportunity to multiply the sustainability impact beyond the store, and engage with the community is not exploited.
The actions soon become another task on a list as the motivation subsides and the purpose of the actions are no longer evident
Culture: There’s a very task driven culture, which makes very difficult to effectively communicate other type of messages, unrelated to daily tasks. Based on this finding the 5 proposed areas of intervention are: Communications, Motivations, Engagement, Metrics and Environment and Experience.
10
The Discovery
11
The Discovery
It enhances the customer experience by aligning the goals of the employees with the goals of the organisation, and promoting customer loyalty
Employee Engagement Management
Employee engagement management analyses the relationship between an organisation and its employees, in order to build a link that ensures productivity and a good internal environment. An engaged employee is one who is fully committed and enthusiastic about his work and so he takes positive action to foster the organisation’s vision and values. Having a good employee engagement management helps the organisations develop a better relationship of mutual understanding with their employees, at the same time, it increases productivity by setting the right type of goals and incentives, when managed in the right way, the employee engagement it’s profitable and finally it enhances the customer experience by aligning the goals of the employees with the goals of the organisation, and promoting customer loyalty. The 5 i’s of engagement management are:
1. Inform, organisations should always
provide to their employees all the information and spaces they need to understand the organisation’s vision and brand values, using different types of channels, and making the communication employee centric
2. Inspire, it’s important to connect what the
employees do with the values an vision of the organisation. Ways of accomplishing this are: telling compelling stories about what they do, making them feel proud about their work and
the organisation, or increasing the accessibility to higher positions
3. Instruct, organisations should support
their employees with training, coaching and constant feedback. The trainings should be often, company-wide and allow the interaction between employees, transforming them info supervisors and carriers of the messages the organisations want to deliver
4. Involve, this means that organisations
should include the employees in the creative processes of designing their work activities and problem solving sessions, they should facilitate cross-roles, allowing and promoting communication in both directions, fostering a feedback culture and employee improvementdriven processes
5. Incentivise, finally, organisations should
create appropriate systems to measure reward and reinforce good behaviour, enabling peer recognition and a collaborative environment that promotes a healthy internal competition for good results.
13
Corporate Sustainability Culture
Employee engagement initiatives can also help develop awareness and understanding of the role that business has to play in promoting environmental and social sustainability. It’s truly important that the employees are engaged with the sustainability vision in order to work, ideally they should be co-creators of this vision. Co-creating sustainability programmes with employees cultivates: trust, ownership, excitement, commitment. Cross-departmental collaboration and integration are vital to sustainability employee engagement. When seeking to involve employees in sustainability, it’s important for the organisations to encourage the employees to build internal alliances, while identifying shared core values and cultural barriers. The sustainability efforts should engage diverse functional areas within the organisation, as well as external stakeholders where it would be mutually beneficial to partner. Sustainability creates opportunity for engagement, collaboration, and innovation. Employee engagement drives strategy. But if organisations don’t have the culture to support sustainability and innovation, then they won’t be able to achieve their goals. Some key factors to develop an corporate sustainability culture are:
14
Sustainability creates opportunity for engagement, collaboration, and innovation. Employee engagement drives strategy.
Inspiring, it has to be meaningful and innova-
tive. At the same time that it promotes ownership and empowers the employees. It should teach though examples and reward the good results in inspiring ways.
Easy, the strategy behind the sustainability
culture should be easy to read and absorb by anyone, and it should provide accessible and relevant ways to get involved.
Measurable, it should set up measurable
goals and a clear ways of showing the results, through a framework. It should be clear in making the employees understand the relevance that it has for the business.
The Discovery
Immersive, it should easily relate with issues Transversal, it should include all levels of
outside the organisation that relate with the business (eg: community engagement). There should be a physical evidence of this culture inside the organisation’s facilities. It should give to the employees, tools for life, not only for productivity.
employees, “Tone form the Top�, more involvement from senior management, translates into better results.
15
Exploratory Interviews
The fist stage of interviews consisted in semidirected interviews with different types of Sainsbury’s employees, from store managers to sector colleagues, in two relevant locations: Hythe, one of the most sustainable stores; and Cromwell Road, one of the few that it’s in charge of online sales. The purpose of these interviews was to understand the dynamics between colleagues, the cultural environment inside the stores, understand the motivations of the colleagues and their relationship and understanding of sustainability. The main insights that colleagues shared during these interviews can be clustered and organised in 4 groups of concepts:
Lack of clarity. The messages related to
sustainability are very unclear and inconsistent, this makes really hard for the colleagues to perceive the benefits for them, related to sustainability.
Work integration. Today the 20x20 vision it’s not directly linked to what colleagues do, so it’s perceived as something disintegrated with their work.
Sense of pride. Colleagues engage very
well with things that make them feel proud: like Little Stories (stories about Sainsbury’s products, like for example, how some good are locally produced) and charity work. This type of things make them feel valuable and they enjoy sharing those experiences with customers and other colleagues.
understand the dynamics between colleagues, the cultural environment, their motivations and relationship with sustainability Missing incentives. Sometimes collea-
gues don’t feel like their efforts are acknowledged by the company and internal performance communication, like MCM (Making Customer Matter), normally highlights problems, but it doesn’t recognise good results.
16
The Discovery
17
The Discovery
18
Servicescape Analysis
During the visits to the store of Hythe, Cromwell Road and Leicester, one of the research activities developed was the documentation and analysis of the servicescape. The main physical touchpoints with the colleagues are: out-of-store communication, like ads in the front of the store or the nearest bus stop; in-store communication, like the description of products or promotions; communication in the warehouse, mostly related to performance; back office halls communication boards and walls, like news or behavioural guidelines; the loo news, information that they put on the toilets; the canteen, common space that they use to eat and chat with each other; meeting and training rooms, where they receive trainings and briefings; and in the case of the delivery colleagues it also would be the truck and the delivery implements, like trays or trolleys.
The most relevant messages are related to promotions, KPIs or behavioural guidelines, not to the 20x20 vision
Apart from Leicester, in Hythe and Cromwell Road information about sustainability or the 20x20 vision was almost inexistent, or covered with information about discounts. In a communicational aspect, the most relevant messages were related to promotions and local sourcing in the store, and in the back office and warehouse, most of the messages were related to KPIs like MCM, behavioural guidelines and promotion of other services for colleagues like insurance or bank services. One touchpoint that colleagues recognise as an important and effective channel of communication, was the loo news, where they normally announce events or discounts for colleagues.
19
Stakeholders Analysis
The stakeholder analysis help us identify opportunities to engage with key players to leverage the new service experience and drive the colleagues to become permanent users. The stakeholders map shows where the stakeholders stand today regarding to their mindset towards sustainability on one axis and to their power to influence colleagues engagement, on the other axis. The highlighted stakeholders are the ones that are already committed and play an important role on engaging colleagues with sustainability issues, or those who still have potential to move to the superior right quadrant of the graph.
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The Discovery
Team Leader
Manager
Other Colleagues Coaches
CEO
MKT Dept. Media Charities & NGO’s Sustainability Suppliers Dept. Workers Union
Competitors HR Dept.
Business Shareholders Partners Gov
Local Communities Customers
Friends & Family
Mindset towards sustainability
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The Definition The Little Stories Inside the Stores In the definition phase the research drills deeper into the motivations of the colleagues and their journeys in the store. This phase it’s also about ideas testing and validation, and the definition of the problem statement.
Provocations and Interviews
The seconds stage of interviews and provocations took place in the Cromwell Road and Leicester stores, and the main purpose of this visits was to validate a pool of ideas, as well as to have more accurate representation of the colleagues’s journeys and reactions of some of those ideas. In one hand, the interviews were mostly related to their daily activities and how they are related to the 20x20 vision, the specific objective was to understand the key touchpoints that the new service would require in order to be communicated in a effective way, and also to understand time spaces that they might have to spend using the service.
Motivated, involved and engaged colleagues are fundamental for their success
24
In the other hand, the provocation consisted of communicating to the colleagues about a new sustainability programme that Sainsbury’s was about to launch, the different concept that were trying to be tested were: the idea of collaborating with other colleagues, the new reward system, the concept of them being the ones proposing ideas, the connection with the community and the competition side of the service. The specific purpose was to get their initial reaction to the service proposition and their reflections about the experience and benefits of the service.
The Definition
The key findings of this visits are: User Journey. Most of the colleagues are connected to internet in their free time through their smartphones, this could represent an important touchpoint with them, something that it’s missing today, but they think it would be very useful it’s the email to communicate information about charity events or colleagues’s discounts. Although the cateen it’s a gathering place that could work to deliver information about the service, because of the shifts, not every colleague goes to the canteen everyday, but the place that everyone has access to on daily basis are the toilets, giving a relevant place for communications to the “loo news”. Collaboration. They like to work as a team, specially in stores like Leicester, where people lives close to the store, they feel “part of a big family”.
The Rewards. It’s really important for the colleagues to have a good reward system that recognises their efforts. In Leicester, colleagues established that the incentive doesn’t has to be necessarily a monetary reward, they were keen of the idea of donating the money to charity, knowing that they are doing something good for the community it’s a good driver of action, although this is very different for the colleagues in London, where the monetary reward was more important. Ideas Contribution. They are willing to share ideas, they feel that it’s a way of making a contribution, many times they feel they know more about what’s going on in the stores than the head office but they don’t have the power to make the changes. And in a way some of them are already participating with ideas of how to rise money for charity events. 25
Personas and User Journeys
The information to create the personas and their journeys came from the interviews, provocations and servicescape analysis. Each persona it’s characterised by a signature quote which represent their general attitude towards sustainability and the 20x20 vision. I’ve developed four different personas, in order to represent four very different perceptions that were manifested during the research processes:
“That’s not part of my job”
- Bakery Counter Colleague -
“It’s the way company saves costs” - Store Manager -
“It’s all about recycling”
- Warehouse Team Leader -
“It makes us feel proud of what we do”
- Fresh Goods Colleague -
Background
Annie has been working as a counter girl in the bakery section for 5 years, she enjoys what she does in the bakery because she thinks she has a good team and enjoys talking to customers.
Attitude towards Sustainability
She doesn’t think that the work at the bakery it’s related with sustainability. Although she knows that they save heating energy.
Motivations
Two important drivers for Annie are: the rewards for doing something good, and teamwork collaboration.
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1
BEFORE
DURING
INTEREST
TRY
A trigger of interest for her is the fact that her friend colleagues are participating.
She has only participated of a charity event once, because a frind invited her and she knew the charity, but since then she hasn’t done it again.
“This might be fun”
“It was good fun, and we did something good”
4
ADOPT
5
AFTER
RECOMMEND She didn’t recommend the experience to other colleagues. She think’s that it’s up to everyone to participate or not.
-
MOOD-O-GRAM
+
ACTIVITIES / INTERACTIONS
AWARENESS
3
2
“That’s not part of my job”
“It was a lot of work and we didn’t receive anything in return”
“I’m not sure I would do it again myself, too much commitment”
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The Problem Statement
28
The Definition
How might we align the activities and incentives of the colleagues with the 20x20 vision to create an internal culture that fosters sustainability
29
The Development Transforming the Vision into Actions In the development phase there’s a more detailed definition of the service value proposition based on the creation of a solution framework and the feedback of the colleagues during a co-creation workshop session.
Solution framework
The solution framework was created to ensure that the concepts that are guiding the development of the service value proposition are aligned with the 20x20 vision and responding to the current colleagues’s constrains and motivations, to meet the right opportunities for engagement and to create an internal sustainable culture around sustainability. The main purpose of developing the solution framework it’s to maintain a consistency all over the project, in order to do this we need to go back to the four biggest insights that colleagues shared during the interviews processes,
Meet the right opportunities for engagement and to create an internal sustainable culture around sustainability
those were: Lack of clarity, Work integration, Sense of pride and Missing incentives. In this stage the focus it’s on transforming those insights into solutions concept that will help develop the “big idea”.
Lack of clarity, what we need to do as a
response it’s to create a service that it’s easy to understand and adopt by delivering Clear Messages about sustainability and the 20x20 vision, at the same that we establish Clear
and Concrete Goals for the colleagues,
this way it will be easier for them to relate what they do with the sustainable practices of Sainsbury’s.
32
The Development
+ Clear messages and Goals
+ Teamwork
Sustainable = Culture Around Sustainability
+ Proud of their work
Work integration, we need to design an expe-
rience that it’s immersive and transversal , by promoting Teamwork, because we know that it’s something that they enjoy about their work, and moreover, collaboration leads to better and broader results and will allow us to integrate the 20x20 vision in their work environment.
Attractive rewards
Missing incentives, finally, we need to create an attractive reward system related with sustainability, that gives them recognition for their good results and for their effort.
Sense of pride, we need to make it inspiring and make them feel Proud of Their Work, by
transforming them in the real protagonists of the little stories, giving them ownership of the 20x20 by demonstrating them that they have a relevant place to contribute with ideas and listening to what they have to say.
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Co-Creation Workshop
The co-creation took place in a very particular location, the Leicester store, the most sustainable store of Sainsbury’s. It consisted of two co-creation workshop session with groups of 3 colleagues each, with a total of 6 participators. The workshop was divided in two parts, the first one consisted of a general debate about the different touchpoints, incentives and ways of communication, related to sustainability, that they currently have and how it’s their relationship with them. And the second one it’s much more specific to the service value proposition. It consisted of a collaborative activity, in which the colleagues were first exposed to the story of Annie, a colleague just like them that starts using a new service called Little Challenges and receive rewards for winning a challenge. After showing the story of Annie, the colleagues were asked to critic the idea in an open debate, and after that, they were ask to collaboratively create a new user journey that would make this service work for them.
Attractive rewards are very important as a detonator of interest
34
The type of things that they were asked to do were:
How would be the most effective way to become aware of this new service? They agreed that a relevant infor-
mation like this should be announce by the sector manager in their meetings for two main reasons: this way they will be certain that most of the colleagues receive the message, and because if it’s the sector manager who is giving the information, it means that it’s something important for him, meaning that it will be beneficial for the career of the colleagues inside of Sainsbury’s, and it’s directly related to their job.
What would be a powerful trigger of interest? They all agreed that the
rewards were very important as a detonator of interest. Although in this matter, they didn’t agree in the type of reward, for some of them it was more appealing to have a monetary reward, while for some other the fact of being recognised by Sainsbury’s and the rest of the colleagues as a change agent, or the fact that they were doing something good that has a positive impact was rewarding enough.
The Development
What would make you try Little Challenges? In this case we can detect
three main drivers of action. In some cases colleagues would engage in new activities because their superior it’s advising them to do so, this work best for those colleagues who are more career-driven. In other cases there would be a social driver, in which case the most important factor would be the recommendation of another colleague who had already tried the new service, this practice works best for those colleagues who are very into teamwork. Finally, the last driver are the attractiveness of the rewards, which in the case of monetary rewards works best for those who are new and trying to find new sources of income, and in the case of symbolic rewards, would work best for those who are career-driven or have a more profound connection to the community or sustainability matters.
What would be a feature that the service would need to have in order for you to adopt it? They all agreed that it is very important that the participation in the ideation process and deployment of ideas can be done in working hours. Although they are willing to spend some extra time to participate of Little Challenges.
Under what circumstances would you recommend this service? They all
agreed that if they saw that it makes an actual difference, they would be more than willing to share their experience and recommend it to other colleagues. This has two possible outcomes: 1. It makes a different for the community or environment (e.g: energy savings). 2. It makes a difference for the colleagues (e.g: rewards are good or they feel recognised). 35
The Development
little challenges
36
Service Value Proposition
Little Challenges it’s a service specially
designed for colleagues to facilitate the creation of an internal culture around sustainability, not in a corporate way, but in a way that is integrated in their day to day life, under 4 main principles: delivering a clear message and specific goals about sustainability, promoting the teamwork and collaboration among colleagues, making them feel proud of what they do and giving them recognition for their work through attractive rewards. It consists of a collaborative platform which organises colleagues, where they can find and propose sustainability challenges, create their own teams to tackle those challenges, compete against other teams and receive rewards if they are chosen the winners of the challenges. These challenges can be related to energy consumption and waste management, activities to support the community, or supply chain engagement, bringing to life the 20x20 vision through the colleagues’s actions.
A collaborative platform where colleagues can find and propose sustainability challenges, create teams and receive rewards for tackling those challenges
It is called Little Challenges, because it aims to build on the existing culture inside of Sainsbury’s, like Little Stories, only that in this case the colleagues will be the protagonists of these challenges. At the same time, by saying
Little Challenges, it implies that it’s not something impossible and it makes it more approachable.
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The Delivery Making it Happen In the delivery phase are explained the features of the touchpoints and the service blueprint to give a real understanding about how the whole experience would work. Finally you will find a summary of the main benefits for the most relevant stakeholders.
The Service Blueprint
1
BEFORE
2
INTEREST
ACTIVITIES / INTERACTIONS
AWARENESS
TOUCHPOINTS
-
MOOD-O-GRAM
+
To trigger the interest there will be communications about the rewards placed in common spaces to encourage conversation and motivate the colleagues to go into the web.
“It sounds interesting”
“I want a reward too!”
1. THE CHALLENGES MEETINGS 2. INTERNAL COMMUNICATIONS
4. COLLABORATIVE PLATFORM
SCENARIOS
Every two months there will be a special team meeting called the Challenge Meeting, the purpose of this meeting it’s to discuss and celebrate the performance, have brainstorming sessions, think about new challenges, etc.
40
The Delivery
3
DURING
14
BEFORE
2
AWARENESS ADOPT
AFTER INTEREST RECOMMEND
ACTIVITIES / INTERACTIONS
TRY
5
“It looks fun”
TOUCHPOINTS
-
MOOD-O-GRAM
+
To trigger the interest there will be communications about the rewards placed in common spaces to encourage conversation and motivate the colleagues to go into the web.
“It sounds interesting”
“I want a reward too!”
1. THE CHALLENGES MEETINGS 2. INTERNAL COMMUNICATIONS
1. THE CHALLENGES MEETINGS
2. INTERNAL COMMUNICATIONS 3. TEAM SESSIONS
SCENARIOS
4. COLLABORATIVE PLATFORM
4. COLLABORATIVE PLATFORM Every two months there will be a special team meeting called the Challenge Meeting, the purpose of this meeting it’s to discuss and celebrate the performance, have brainstorming sessions, think about Thechallenges, colleagues new etc.participate activly
of the development of new ideas and compete for challenges. Winners and new challenges will be announce through customized emails and in the stores that are competing through internal communications in walls, loo news and the canteen.
The colleagues invite more people to participate throught the platform, email or word of mouth conversations.
The Touchpoints
Little Challenges counts with four main touchpoints to engage with colleagues all through their journey and deliver a compelling and attractive experience. Those five touchpoints are:
1. The Challenge Meetings
The Challenge Meetings it’s a space specially created to promote awareness and participation of colleagues in Little Challenges. Every month there will be a Challenge Meeting leaded by the sector manager or the team leader. The main purpose of this meeting it’s to discuss and celebrate the performance of the colleagues in relationship with Little Challenges, have brainstorming sessions to contribute to the bank of ideas, think about new challenges, etc.
2. Internal Communications Four main touchpoints will engage colleagues all through their journey and deliver a compelling and attractive experience
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This refers to visual communication pieces that will be placed in areas,that the same colleagues have ackownledge as more effective, like loo news and the canteen, which it’s a place that triggers conversation. This pieces will announce information related with Little Challenges, this information might refer to: invitations to participate, the type of rewards and the winners. In addition, during the co-creation workshop, colleagues manifested the fact that they have permanent access to their smartphones and Sainsbury’s it’s not using e-mail to communicate with them. Little Challenges will alsouse this channel, colleagues will be able to customize the notifications through email to receive information of challenges related to their interests and the type of reward they want to receive.
The Delivery
Collaborative Platform
Team Sessions
Internal Communications
4. Team Sessions
The participating teams will have access to use one hour of their working time, in the meeting rooms where they can work on their solution and receive support from the sustainability department to come to better solutions.
1. The Collaborative Platform
This touchpoint consists of a web based solution which promotes the collaboration between colleagues, giving them information about the challenges, allowing them to create their own teams and challenges, compete against other teams, and finally receive rewards in case they are declared the winners. In this platform, each colleague will have their own profile, here they will be able to conect
The Challenge Meetings
Email Communications
with each other, share ideas, find stories of other winners and a bank of ideas and best practices, which will also be collaborative, allowing them to add new solutions. The type of chllenges that colleagues will find can be related to three main areas: 1. Energy and waste management 2. Community activities 3. Supply chain engagement And there will be two ways of participation: 1. Compete for your team - In which case the reward goes to the winning team 2. Compete of a part of the community - In which case the reward goes for the part represented (e.g: Charity)
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The Delivery
little challenges BIG BENEFITS
Sainsbury’s
44
The Colleagues
The Community
The Benefits
Little Challenges represents big benefits for multiple stakeholders:
For Sainsbury’s it’s a source of new initiatives to achieve the 20x20 vision and reduce costs, which comes directly from the frontline. At the same times it promotes an action-driven sustainability culture and represent an engaging communicating with the colleagues. For the colleagues it’s a clear way to see the benefits of sustainability and how they can integrate it into their lives, at the same time it’s a source of recognition and reward for their efforts and it makes them feel valuable and proud of their work.
Little Challenges represents big benefits for multiple stakeholders
Finally for the community, they will be the main target of some of the Little Challenges, so they will be directly benefited from it. At the same time less pollution on Sainsbury’s side, means less environmental impact in the community, and finally, they will get ambassadors of sustainable practices, since the colleagues are also part of the community.
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The Appendix If You Want to See More... Here you will find further information about the project like the rest of the personas and some screenshots of the collaborative platform
Personas Annie, “That’s not part of my job” Bakery Counter Colleague
Tom, “It’s the way company saves costs” Store Manager
Background
Annie has been working as a counter girl in the bakery section for 5 years, she enjoys what she does in the bakery because she thinks she has a good team and enjoys talking to customers.
Attitude towards Sustainability
She doesn’t think that the work at the bakery it’s related with sustainability. Although she knows that they save heating energy.
Motivations
Two important drivers for Annie are: the rewards for doing something good, and teamwork collaboration.
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Background
Tom has been working as a store manager for 3 years, before that he had work in many different areas inside of Sainsbury’s. He really likes his job, he think that it’s exciting to deal with all the everyday challenges and to create great teams of people inside the store.
Attitude towards Sustainability
He thinks that it’s very important that the stores takes more sustainable actions, because it’s a good way of reducing operational costs
Motivations
Tom is very career driven, he would like someday to work in a more administrative posstion in the head office.
The Appendix
Warehouse Team Leader
Jenny, “It’ makes us feel proud of what we do”
Background
Background
John, “It’s all about recycling”
John has been working as a team leader for the warehouse department for 1 year, before that he had work as a colleague for other stores of Sainsbury’s.
Attitude towards Sustainability
He is very task-driven and sees sustainability mainly as recycling, which he thinks it’s important but it’s like paying taxes,” you have to do it, it doesn’t necessarily makes a huge difference”.
Motivations
John gets motivated about rewards and recognition, he would like to know that what he does has an actual impact.
Meat Counter Colleague
Jenny has been working in the meat counter for 3 years. She really likes her job because she gets to talk to people and teach them things about the products, like the source of origin or the different types of meat.
Attitude towards Sustainability
She really likes to get involved, she participates of the charity events, likes to watch the little stories and always read the news related to the subject.
Motivations
She likes to know that she is making a real difference in the environment and in someone else life. 49
The Platform
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The Appendix
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The Platform
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The Appendix
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Little challenges Valentina L贸pez, MA Service Design, RCA 2014