CATEGORY

BEHAVIOURAL DESIGN

 

As we face new challenges in the workplace and the world in general, it seems that working from home and remote workforces will become an increasingly common practice. Employees and employers alike will be feeling the strain to balance priorities and maintain ‘business as usual’ structures. Communication tools and software are imperative for ensuring connectivity. If implemented alone, without strategy and an understanding of how your team engage in their work, they can feel like tools to monitor and observe employees.

Here we will look at how even just a basic understanding of motivation can help you to ensure your employees or your team, whatever their profile or drives, stay engaged and motivated whilst working from home – now and in the future.

The RAMP model is based on Self Determination Theory and stands for Relatedness, Autonomy, Mastery and Purpose. Relatedness taps into our innate desire to be connected to others, Autonomy, the need to have choice and freedom. Mastery is a need to improve, feel progress and achievement. Finally, Purpose can be described as the “reason” we do things.

All of these can hold the key to make working from home feel as productive or satisfying as working in an office.

Relatedness

This is one of the most important aspects that can be lost when working from home. In the office you always have people around to talk to, bounce ideas off and even just share a lunch break with. Working from home can be calming for some, isolating for others – and in times of uncertainty it is important to find ways to stay connected, not micromanaged.

  • Tools
    When working from home, it can be very isolating if no effort is made to engage with others. Most companies have tools that will enable this one way or another, Microsoft Teams, Skype, Slack and so on. Don’t bombard each other, but find reasons to send a positive message or email, and make sure there are meetings held on conference call, video call or even the good old-fashioned phone. Give your people a voice, literally!
  • Conversation & Collaboration
    When working from home for extended periods, make sure your employees are using those tools in a way similar to how they would talk to people in the office. Just because it is text based, doesn’t mean it can’t be just as valuable. If they are not using the tools, why not ask questions, send thoughts, share an anectdote. It is all part of keeping motivated and reminding you that there are others out there with you.

Autonomy

With remote work, it is important to accept that employees will naturally have more freedom and inevitably less structure than they may have in the office. If they are working from home to balance family life or health needs or extenuating circumstances with work commitments, flexibility is important. Flexibility doesn’t mean employees going MIA – which is a message for both employees and their managers. Don’t tie your employees to their desktops and phones out of fear. Connect with them and empower them to continue contributing and they will feel all the better (and perform more) for it.

  • Trust
    There may be a temptation to check in with employees more often than you might normally. This reduces their feeling of agency and autonomy. In turn, this makes them feel less trusted.
  • Accountability
    Whilst autonomy is great, employees need to be disciplined and take accountability for the work that has been set, or for finding work to be done.
  • Job Done vs Time Done
    Accept that employees will use their time working remotely differently to when they are in the office, breaking the concept of 9-5. Focus on rewarding and celebrating people getting work done, rather than whether they were online at 09:01. It can be hard, especially with current stresses, for people to be mentally present and motivated during strict time frames. Maintain ambitious project ideas, stick to deadlines, and celebrate when the job is done.

Mastery

This may be a little less obvious at first. If you are suddenly now part of a remote team, you might be feeling like your career progression has gone on hold, or maybe you’re struggling to keep up with your company’s e-learning system with other things on your mind. How can people develop their skills or experience when there is no one there to see them do it? Particularly if you’re from a more traditional working environment, working from home can end up feeling like you’re just sitting around. Mastery is about more than ticking boxes. Mastery is about achievement, and there are many ways for you to feel you are continuing to accomplish things professionally in a less conventional setting.

  • Goals
    Make sure that everyone has clear goals and that progress towards them can be tracked (for the employee’s benefit more than yours). It is essential that goals are achievable, and progress is recognised. If this is proving complicated in the beginning, break them down into smaller goals to build momentum.
  • Feedback
    Provide constructive feedback as regularly as makes sense for each employee. Whilst working remotely, it can be very hard to feel that you are succeeding or achieving anything, or to know what other people are doing around you.
  • Self-Guided Learning
    Help your team feel able to use their time to expand their skills with online and virtual learning/training courses. This will go towards them feeling trusted to manage their time, as well as providing some structure and even some inspiration for their day to day work.

Purpose

There are two versions of purpose that are important here. Firstly, finding some sort of value and meaning to the work you are doing – a reason why you are doing it. Organisations and employers play a huge role in this by helping to remind employees why the work they do is important, and emphasising that they are all part of a collective, collaborative group rather than remote satellites. The other aspect is philanthropic purpose, helping others. As mentioned before remote working, especially if somewhat involuntary, can be isolating for your team members. It is vital for team morale and motivation to keep up the human aspect of work rather than only pinging people for a favour or work related question.

  • Purpose and Value
    The more disconnected you are from an organisation, the easier it is to forget the importance of what you’re doing. It is essential that you keep up communications with your team so that you all don’t lose sight of your common goals and purpose. Also companies should be encouraged to continue sharing communications and updates to remove the sense of people working for or towards something invisible.
  • Helping Others
    The other type of purpose, that of helping others. Just because you can’t do a coffee round as you would in the office, doesn’t mean you can’t still help others in some way remotely. Make yourself available and remember that everyone is in the same boat!

User Experience (UX) is the practice of product or service design that looks beyond the physical or visual design. It analyses, enhances and emphasises the way people could interact with the experience being created.

With the growing need to better understand how customers or consumers think, combined with the demand for clever, seamless interfacing, it is possible that UX could in fact be gradually morphing towards something like User Engagement Design. Good design, and particularly UX design, looks through the lens of the user to understand their view of the world, in order to connect with them, and hopefully enhance their daily routine.

As an approach, it puts user requirements in the spotlight from the beginning of any concept or project. And if the user feels something has been made with them in mind, the more readily it will be adopted.

Engagement as an outcome

Users tend to develop a personal affection when a product empowers or entertains them. Nowadays, most companies are vying to develop this emotional connection through marketing and customer engagement strategies. They produce eye catching apps, websites, communications and campaigns that reflect the trending designs people today respond to. For brands, a stronger emotional engagement will mean more likelihood to use their services, or even to perform better as an employee, which can drive higher profitability. However, a cool design on its own isn’t enough to encourage meaningful or long-term engagement. You need to put some thought into it.

 

It is here we like to place a lot of emphasis in our work. By prioritising the drives and needs of the end user, you provide a smoother route for them to connect with you, your processes or objectives.

And with the richness of graphic or visual design and the flexibility and potential that technology can provide, it has almost never been easier to reach target audiences today. Appealing to the eye, ease of use, accessibility at just the touch of a button – it all works together to invite users to start exploring. Beyond that, a solution’s survival then depends on the ability to successfully onboard the user and continuously prove its value.

 

To create meaningful experiences, and sustain the journey you want a user to embark on, requires complementing design with some of the principles behind human psychology and human behaviour. This helps us interpret emotions, reactions and motivations, therefore helping us to build scenarios that will provoke desired interactions. You want to minimise frustration – creating an environment where the user almost instantly knows where to find what they’re looking for. An engaging application or service will almost anticipate the user’s next want or need.

Connecting to the mind of the user

 

It may sound complex, but it doesn’t need to be. UX design principles help map how we most commonly interact with things around us, and provides the key to innovate the ways we could experience something. All coming together to surprise, satisfy and stimulate an engaged end user.

In the worst-case scenario, you want to stop a user feeling lost or stuck. Ideally though, you’re creating an experience so dynamic and enjoyable for the individual that they recommend it to others and keep returning out of genuine loyalty.

 

It is here that great UX design sits: at the intersection of technology and psychology. Providing the methodology to first hook an individual into engaging with something, and then anticipating the ways a user will want to access and interact, so that the overall experience feels intuitive and responsive to them personally. The goal is to make each user feel special – as though an application or product was designed with just them in mind. And replicating that feeling across millions of other people as well. Easy!

 

Gamification, the use of game design, game elements and play for non-entertainment purposes, is a divisive word. It conjures pictures of employees and customers playing video games, where in reality it very rarely looks like that.

Gamification, in its purest form, borrows from games to increase engagement with an activity. It could simply be that the addition of clear goals and feedback in the form of progress maps and scores can achieve this. On the other hand, a strong narrative and game-like look and feel might be the best way achieve the specified business outcomes.

The point is that gamification needs to be applied in a way that fits a well-defined brief, achieves the business outcomes and balances the client’s wants with the client’s needs (which are often at odds).

However, far too often we see “Gimmick Gamification”, that looks pretty but achieves very little. It relies on the novelty factor but has no eye to longevity. It is easy to understand why though. The addition of a simple game to a website looks like a good idea. “Games are fun, people like games, a game will stick in people’s memories, and make us look innovative and exciting”.

The trouble is, the game has to achieve something for both the client and the player. For example, if the client is looking for repeated visits, then often the game will focus on short bursts of play with the promise of a reward for repeat visits. The game is usually very simple and becomes boring quickly. In this instance the rewards have to be very special to maintain at least mid-term engagement. More often than not all that will happen is short bursts of activity as new users discover the game, but very few returning players.

 

 

On the flip side, if the game is amazing, but the rewards and messaging are poor, all that you get is players engaging with the game, not the brand! If you are going to rely on a game, it needs to strike a balance of deep gameplay and desirable rewards, but this will and should take time to design.

That’s why good gamification usually focuses on borrowing from games rather than trying to build games. It requires an understanding of the target audience and of what they want and need as well as what the client wants and needs. It requires an understanding of what motivates people to engage over long periods. It requires time and development if it is going to deliver results.

If you want a quick adrenaline shot, the Gimmick Gamification might be for you. If you want sustained and long-term engagement that focuses on change and business outcomes, then you need to look at gamification as a strategy rather than a novelty.

It’s been a month now since the UCL Centre for Behaviour Change 2018 conference “Going Digital & Beyond” and I have been reflecting on a key theme that struck me as being so important and relevant in the work I do at Motivait. Mostly, it is the idea that intervention effectiveness and engagement have distinctly different sets of design and outcome criteria.

For any intervention, programme or solution to be effective in achieving its aims, it must be engaging for users (for this blog, I’ll focus on digital interventions). Whilst this is hardly breaking news, it is easy to fall into the trap of thinking user engagement and user effectiveness are the same thing and therefore only designing exclusively for one or the other.

The effectiveness of an intervention is determined by whether it positively changes desired behaviour(s) and delivers intended outcomes. Effectiveness is determined by a range of factors; from how the intervention is delivered, the population and context, target behaviour(s), the extent of relevant behaviour change techniques & psychological theory applied to the intervention content, to name but a few.

Using an example, if we take employee job-strain as a commonly experienced challenge for organisations, we may use the Job Demands-Resources model as a relevant psychological framework to understand and reduce job strain. Then, we could translate its principles into the content design of a workplace wellbeing app to help managers & employees learn how to reduce employee job-strain –let’s give it a name and call it MyWorkBeing.

While the intervention’s content has been designed using relevant theory, it does not necessarily mean that this alone will attract users and sustain their engagement to the point where it is actually achieving its outcomes. In our made-up example MyWorkBeing app, it needs to be engaging enough, for long enough, to help employees’ change behaviours associated with job-strain, in the long-term, not just for a week.

There are multiple factors that influence engagement with interventions. Aside from variations in individual differences (e.g. motivation), these include the extent to which persuasive communications is used to attract users, to usability and UX, to specific engagement designs such as gamification elements and how specified they are in behaviour change techniques terms (i.e. the ‘active ingredients’ from behavioural science that regulate changes in behaviour).

So thinking about our MyWorkBeing app, it could include features such as onboarding tutorials to help users understand the apps usefulness, self-help education videos such as mindfulness, goal-setting, feedback and monitoring to cope with personal stressors, to the use of crowd-creation and crowd-rating mechanisms to generate and rate employee ideas on how the working environment could be re-designed to support wellbeing (e.g. better communal areas to incentivise social lunches, to work process changes).

When it comes to evaluating digital behaviour change interventions, it is important that engagement and effectiveness are evaluated separately without confusing their criteria. Engagement with digital interventions is considered to be measured in behavioural terms (amount, depth, frequency of use, etc.) via system analytics and in subjective experiential terms (attention, interest, vigour, satisfaction, etc.) via self-report measures.
Here we can observe what levels of engagement with the intervention, as revealed from the above metrics, is bringing about the desired changes (i.e. effectiveness criteria); this is referred to as the ‘optimal dose’.

Using our example, what levels of user engagement with the MyWorkBeing app is resulting in reductions in job-strain related behaviours (e.g. lunching at desks, email access out of hours) and outcome measures (e.g. absenteeism, wellbeing self-report measures)? We could find that those users who set and regularly monitor their goal progress and frequently watch self-help video features, to have better outcomes compared to those who only engage with the crowd-creation & crowd-rating features.

The take away message here is that engagement and effectiveness are equally important and should both be designed for carefully and evaluated with their different criteria. Simply, if users are not engaging with something, it’s not going to be effective. By the same token, if people are engaging, but the content design (or some of it) is not relevant to users, it’s also unlikely to be effective.

Engagement

Nobody said that inspiring Engagement was simple or easy, quite the contrary. It is in itself a challenging, complex process. Before launching heads first into any project, the first stop is always to consider how all the pieces of the puzzle fit together to design a successful, meaningful solution.
Initially, participants can often show lack of interest for reality because they have learned, day after day, that situation does not add any real value to them (learned irrelevance). Read more