• Client

    Peoplecare
  • Role

    Customer experience strategy
  • Year

    2019

The challenge

Peoplecare, like many private health funds, is struggling to demonstrate value to its members that are not actively claiming. With annual premium increases and general cost of living going up, Peoplecare members are churning at a rapid rate – either to other healthcare providers or giving up their private health cover entirely. 

 

In 2019, Peoplecare appointed a new Chief Technology Officer, tasked with redesigning a roadmap for how the organisation could better leverage emerging technology to create better member experiences. However, there was a plethora of already existing initiatives, some more mature than others, and a lack of qualitative insights around what members want from their private health insurance. 

 

Peoplecare has a unique position in the market, being member-owned, and a brand proposition tied uniquely to human-to-human relationships with its members.

 

My task was to:

 

  • map out member journeys across a range of scenarios: from joining the health fund, claiming, entering the hospital through to maintain a fit and healthy lifestyle (i.e. not needing to interact with Peoplecare in any way). 
  • Look for critical points of friction in these processes from four perspectives: member frustrations, staff member frustrations, process and technology perspective
  • Identify possible solutions for either front stage or backstage changes in process, technology
  • Validate these with members to generate a prioritised list of projects the CTO could take to the Board for funding approval

 

The CTO had a specific request to look at how Peoplecare’s members could be better served by staff – from technology to processes to enable remote working. 

The process

I put together a five-day itinerary for a design sprint. Peoplecare, as a smaller health fund, was conscious of budget, so we needed to ensure our approach was lean and nimble but able to deliver truly actionable insights.  

 

The attendees of the workshops included a range of staff members, member-facing and non-member facing, in varying levels of seniority. 

 

The agenda was:

 

Day 1: member journey mapping

As a group, we mapped out the critical moments for members joining Peoplecare. The journeys involved what the member would see and experience combined with what Peoplecare staff needed to do in the background to facilitate the member joining. 

 

Day 2: member journey mapping (part two)

Again, as a group, we mapped our key moments for members undergoing surgery at a private hospital, claiming extras and a third scenario of not claiming at all – a fit and healthy member. 

 

Day 3: staff perspectives on their frustrations with technology at Peoplecare

This session set out to understand what were the day-to-day frustrations with staff at Peoplecare with the intent to highlight where technology was directly impacting member experiences. 

 

Day 4: 1:1 interviews with members to understand their frustrations with their private health membership. 

 The recruitment brief for the members was to find members who, within the last three months, had had a life change which involved them getting in touch with Peoplecare. One example included a significant surgery in a private hospital; another included merely getting a quote as they had moved out of their parents’ home and needed their own private health cover. It was essential to ensure a broad range of experiences – insights were based on breadth of experience rather than the number of responses. 

 

 Day 5: summarising the previous four days and distilling into key insights.

After four days of detailed documentation, workshops, interviews and sharing stories, the group was brought back together to ensure nothing was missed. We needed to be all in agreement with the work we had produced over the week, and everyone was comfortable to close out the sprint. 

 

After the five-day sprint was over, I spent another week trawling through the workshop documentation, video transcripts with members and putting these into finely designed artefacts which could be shared within the Peoplecare business as a formal closeout of the project. 

The deliverables

At the end of the five-day process, we emerged with:

 

  • Five detailed member journey maps including front and backstage processes based on the existing
  • Four member personas
  • A prioritised list of technical projects, highlighting the ROI based on the ‘blockages’ within the current member experiences

The CTO has since taken these artefacts to the Board and received approval for five three-year technology programmes to improve Peoplecare’s member experiences. 


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