5 minute read
pandemic
Measuring success
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Data was collected at each stage of the program through surveys and interviews. Both participants and the control group provided this feedback at the very beginning of the program, immediately after it finished, and four months afterwards.
Through this process, SuperFriend found that:
Team members who took part in the program gained important practical skills related to mental health literacy, becoming more adept at recognising and responding to the signs of mental illness. At the end of the program, participating team members were more likely to look after their diet and engage in exercise/physical activity. In interviews, team leaders consistently described increased ability to effectively identify and talk to members of their team who might be struggling with mental health issues. Every participating team leader reported greater leadership confidence following the program. This stemmed from greater mental health literacy, learning more about their team, and from implementing practical strategies in the workplace. The program’s strengths-based coaching was particularly popular. Team members missed, on average, fewer days of work in the six months prior to the final evaluation than they had at baseline. Job satisfaction stayed relatively constant throughout the project, with both the participating and control group each improving slightly in one of three measures. Some of the team leaders said they had noticed behaviour that indicated their teams were more engaged and connected. HR-based staff found workplace mental wellbeing a more familiar topic. The program was reported as a valuable addition to and potential catalyst for existing organisational efforts related to mental health and wellbeing. Some noticed a reduction in mental healthrelated stigma. Team members rated their workplace across the ‘Indicators of a Thriving Workplace’, consisting of 40 separate indicators to generate scores for five domains. Teams who took part in the program made real gains, consistently outscoring those who did not. Accessing the resources
Through the support of WorkSafe's WorkWell Mental Health Improvement Fund, SuperFriend has collated a range of Wellbeing on Call resources in an online portal, available to view or download.
Resources include videos on co-design, leadership, job design and strengths-based coaching, fact sheets, and guides to help teams identify strengths and manage performance.
Danielle Clark GM of Impact, Communications & Insights SuperFriend
Would you like to know more?
To learn more about Wellbeing on Call or SuperFriend, see superfriend.com.au or contact 03 9615 8600 .
SuperFriend is a not for profit who works with many of Australia's employers to improve workplace mental health. They provide solutions (training, education, consulting), insights and advocacy, and their vision is for an Australia where all workplaces are mentally healthy.
Is SMALL the new beautiful for digital transformation?
CSIA Certified Practitioner Todd Gorsuch reports on insights gained through the recent Customer Science webinar series
Last month McKinsey claimed that 70% of companies expect to accelerate their digital transformation. Certainly, we know some organisations are fortunate enough to be in this situation, but this is not the case for everyone. Many organisations put digital spend on hold in the early days of the pandemic when the situation was a little more uncertain, and now they need to re-prioritise. For example, Qantas is laying off 6,000 staff but has placed ‘digitalisation’ at the centre of its recovery strategy. This is not surprising given the reduction in cost to serve, high return on investment and making the customer experience easier and more accessible. The reality is without digital services, some businesses are losing revenue and customers.
Customer Science recently hosted a CX Executive Webinar Series –The Impact of COVID-19 on Digital Transformation. A panel of executives drawn from a crosssection of industries provided their learnings and insights as we move into the new world and several key themes emerged.
1. Expectations will be higher
During the pandemic, digital teams have been able to deliver solutions in rapid timeframes in response to the crisis. A great example is the quickly deployed projects by Service NSW, to connect people impacted by COVID and bushfires with support and grants.
These light applications provide a good enough outcome and meet the immediate user transaction needs. The downside is that this has set a new benchmark in expectations for digital products from stakeholders, and in some cases, depending on the complexity of the transaction and integration points, these new expectations can’t be met.
2. Everything’s about Agile
The success of Agile teams during the pandemic to move quickly and have an impact has now been widely celebrated. This efficiency is also a new expectation of future projects.
The agile approach has been applied where applications are built with the ability to fail to expediate deployment - with the downside that applications do fail and user/consumer/public confidence in these tools can be diminished and as a result adoption is reduced.
3. We can’t leave our people behind
COVID has required digital services to avoid loss of revenue and deliver a technology platform that enables our people to work remotely. While these digital solutions are in place, we can’t forget our people need to adopt and perform. The trick is to stay connected to the team. Remember your introverts are thriving, but your extroverts are suffering. A great example of a simple solution is Tyro where the team set up a permanent Zoom room for team members to log into to work or stay connected.
4. Rapid Automation is the new normal We see increasing use of rapid deployment service automation software. A great example is Robotic Process Automation. It automates much of the administrative tasks. The software is quick to deploy and with its intuitive drag and drop interphase can rapidly bring together automation out of the box. 5. Small is beautiful
The NSW Minister for Customer Service, the Hon Victor Dominello recently stated that new digital projects are going have to be smaller, with a strong focus on return on investment.
To drive successful digital transformation in FY21, it is more important than ever to find clearly defined use cases where digitisation can have a big impact.
Use of automation tools and an agile approach will enable organisations to recover and grow through a digital strategy, but the challenge will be to continue to connect teams to both eachother and the organisation’s mission.
Small, rapid deployments supported by strong business cases will emerge as the predominant digital strategy in the short term as businesses consolidate and refocus
Todd Gorsuch CEO and Founder Customer Science
for growth beyond the pandemic.
Level 2 383 GeorgeStreet Sydney NSW2000 t 1300 912 700 e info@csia.com.au w csia.com.au
