A growth experience for those who seek progress, not perfection.
Swiss Re
The challenge
A company of 10’000 highly intelligent experts, and yet no one gives feedback to each other on a regular basis.
This Re-Insurance firm markets itself as a company of experts. It is built by a strong network of people with a deep knowledge in various areas and markets.
Becoming a company of 10’000 mentors, that was the vision. By working in a more agile and project-driven way, experts with different professional background will boost each others’ growth - professionally & personally.
How might we foster a culture of feedback to exchange knowledge timely and help employees grow faster personally and professionally?
Design challenge
The approach
Truly human centered - full stop. Addressing the need of Swiss Re’s global employees in 4 continents.
«I studied math, I’m good with numbers but I don’t know how to give feedback.»
An employee
User research
I set-up the interview plan identifying who we want to interview and what we want to learn from it.
In a team of two, together with the CX Manager, I interviewed 16 persons from all business units, levels of hierarchy and all regions (Europe, Asia, USA and South America) in 45 minute conversations. We looked into how, when and why people receive and give feedback. Besides recording the sessions, we documented key quotes.
The quotes helped us to cluster the interviewees into 5 Personas who showed similar behaviour trades.
Finding out which employee types have a growth mindset or are naturally cultivating one.
The insights
Our key insights in a nutshell
Recent neuroscience studies have shown that feedback has a bigger impact if people ask for it.
Valuable feedback needs to be specific and timely. Nudging moments to encourage people to ask for feedback will be crucial.
Typically people are hesitant in giving honest feedback to superiors, especially if there is no trust established yet
People higher up in the hierarchy and people with a lot of work experience, seem to be less interested in receiving feedback
Interest in getting feedback and grow is especially high for those with more confidence, significant experience but still on a mid-level position
Ideate
We went broad and then tried to focus on the elements that best boost our vision...
... - what really helps people grow professionally & personally? Together with the entire team, I designed various user flows for a number of scenarios.
Prototype & validate
When the board members offer their friends for user tests the pressure is on our side.
For each of the scenarios, I’ve then sketched wireframes by hand in order to get into the vibe. I use the process of prototyping to come up with new ideas that address the user insights and I try to orchestrate the screens in several ways to find the best way to go forward.
The first iteration I validated with the CX Manager and some colleagues sitting near by. Based on these insights, I re-designed the screens on Sketch (mid-fidelity). With Invision I quickly had a number of prototypes to validate the multiple scenarios.
We recruited 12 persons to validate the prototypes in 3 iterations. I was running the prototype testing sessions by giving them tasks and observed them performing them while they were thinking out loud. I documented the insights after every iteration and then decided with the CX Manager which changes to apply.
«Being asked for feedback is a positive emotion. It shows me that I’m valued.»
An employee
