See how d’frens helped a leading enterprise IT company get in touch with their roots.
Although the client is a leading information technology company that has innovated and developed products that have impacted multiple industries and the lives of millions of people, the R&D teams at their Bangalore facility had little to no knowledge of the company’s glorious heritage.
d’frens designed a calendar plan that can bring to life the essence of the EVP. The plan drove intent, pride, and passion among the employees and allow them to understand that they are working amongst highly skilled professionals in a culture has always focused on ground breaking innovation.
A show and tell approach was used to turn employees in to advocates; along with the execution of a scalable, measurable and experiential plan that appealed to the multi-generational workforce.
Anything experiential can definitely be measured. And we built smart mechanisms to measure physical, phy-gital & virtual experiences. The icing on the cake is when we got a medal at the top industry events for this experience.
A change in leadership kicked off a changed vision and values stack. While the vision was well received and articulated by the CEO, the challenge for our HR client was to ensure that the values were percolated across all levels of the organization.
A key element of the campaign was first creating ownership among the managers to then activate a systemic change through our proprietary R.E.A.L. framework of communication:
• Raise Awareness
• Educate Audience
• Amplify Purpose
• Leverage Advocacy
d’frens devised High Flyer—a values campaign that addressed each tier of the organization. Helping employees learn and live values everyday at work, the 5 month long campaign included floor walks, escape room experiences, live examples through improv exercises with the campaign reaching its crescendo when a 300 sq. ft. mural created collectively by employees was revealed.
d’frens garnered a total of 1978 touch points from the universe of 500 employees – i.e., each employee participated in 3-4 touch points during the 5 months. The campaign received a consistent high approval rating and the crowning moment was the absorption of the values rated at 4.5/5 by each function.
The client reached out to d’frens with an aspiration of growing the learning culture across their 19,000 pax O&G conglomerate. The concern drew from low adoption rates of their digital learning ecosystem, low visibility into the impact of various academic programs, and the lack of ownership in employees’ learning and development.
d’frens developed “ABC Learning Week” as the vehicle for transforming the culture in the organization. The campaign focused on on-the-floor awareness experiences, informal learning workshops formal career development workshops and experience zones which brought the learning ecosystem to over 7000 people across 10 corporate office locations across the country. A digital communication funnel point (custom app) drove buzz, engagement and registrations across the campuses.
Learning Week has since turned into a flagship HR event for the client over the last 4 years. Averaging 18,000 learning hours generated during the learning week every year, and a whopping 65,000+ views on Lynda.com, the event has received growing participation and engagement scores through the years. Beyond the learning culture activation, the campaign has also achieved a phenomenal advocacy of 70,000 impressions on social media as well. The scope expanded in the second and third years of the intervention to include all manufacturing plants as well, bringing 18 sites into the fold of the Learning Week.
Read about how a multinational retail giant weeded out unconscious bias using our proprietary change framework
The degree of unconscious bias among the employees of this multinational retail giant had reached unprecedented levels and the challenge was helping employees consciously understand their own unconscious biases in order to live the values, culture, and beliefs of the organization.
d’frens deployed its proprietary 4 level LPRC framework to bring about grassroot change among the employees. The four dimensions of the framework are:
Learn: Where people became cognisant of unconscious bias.
Play: Where people can safely enact scenarios and test theories that provided the foundation required for subsequent stages.
Reflect: Using learning and experience to enable deep introspection so one can initiate the process of holding oneself accountable.
Change: Experiencing aha moments that help internalize and reinforce positive behavior.
830 participants went through a 6 week long intervention where game theory was employed to create a app based challenge that not only invited them into a story and engaged them competitively, but also brought out unconscious bias that they themselves exhibited in a non-accusatory manner.
Bolstering this experience was a series of workshops and short, impactful videos that amplified need, elaborated on how they themselves would benefit from dropping these biases, and create a more inclusive culture.
28% less escalations were reported in the 8 weeks post campaign.
Learn how an F&B major employed technology to both empower managers and create a more efficient internal communication platform
Our F&B major client wanted to organically elevate managers from going beyond managing and possessing technical skills to building a comprehensive outlook in nurturing manager-reportee relationships with focus on open dialogue.
d’frens recommended a communication and socialization app, exclusive to managers which provided a platform that facilitated open dialogue and information hosting and exchange. The app became a repository of all official internal communications and was a focal point of campaigns intended for manager groups. Engagement on the app was augmented through gamified experiences that were created on an ongoing basis.
The app helped shape perspectives in developing and breaking out of the old mold. A sense of community started to evolve with managers sharing real day to day examples of how being a manager means a lot more things. By understanding the pulse of the group, the client’s HR team could alter the form official communication took, time it right and create more adoption of initiatives focused to uplift their managers and their reportees.
Understand how a virtual teaming challenge was converted into an Employer Brand win by this technology company
This 90 employee team was carved out of a larger tech team that used to work as a single business unit earlier. The nature of the work required them to work collaboratively with each other. With 50% of the team hired during lockdown, the organization foresaw reduced opportunities for peer to peer engagement and micro-learning resulting in the formation of small but strong silos. This needed to be prevented from happening!
The cornerstone of the approach was humanizing the team – by designing an activity that required participants to communicate and share information unique to them, but relevant to the rest of the group. Throughout the rest of the competitive activity, participants were forced to swap roles and had to seek help or support teammates in order to progress. Additionally, participants realized that teams only succeed when the group eventually succeeds as well.
The 90 minute experience had several takeaways—empathy with team members, building trust, a willingness to initiate conversations, ask for help and being receptive to ideas and suggestion. People moved away from internally competing to collaborating as a group. Most importantly, the client’s EVP was authenticated in their Employee Experience resulting in a deeper connection with the Employer Brand.</span
See how a technology giant onboarded new members to their organization with more than just an inspiring welcome
With the pandemic affecting the client as much as anyone else, they had to find new ways of communicating their key tenets of Collaboration, Influence & Persuasion and Creativity & Innovation to new hires across the APAC region.
d’frens created a 9 hours experiential workshop across 3 days, where we curated content for Collaboration, Influence & Persuasion and Creativity & Innovation. The key focus to create high levels of engagement and to deliver the messaging powerfully. d’frens also proposed a self evaluation assessment (based on Big Five personality traits that are basic domains or dimensions used to describe human personality) which helped the participants assess themselves.
While the participants internalized the client’s value system in a short while, it also reinforced the fact that despite the odds, virtual learning can promote a human-centric work culture and produce the results that participants and their organizations seek.
Find out how a multinational professional services organization imparted a memorable graduation for their new seniors, completely digital across multiple geographies and business units.
The client wanted to organize their annual learning workshop (New Senior Program) in 2020, but with venues where people can congregate no longer viable options, another way had to be devised of bringing 2200 employees from across the world onto a common shared platform.
d’frens was selected to run the client’s workshop with d’frens designing the experience, content and conceptualizing the workshop. To support the scale and spread of the project, d’frens developed an app-based engagement that delivered flexible and gamified learning experiences.
Stepping up a whole new group of seniors to a new role not only became a memorable learning intervention for the employees, but strengthened the L&D team’s reputation as a game changer.
We’ve brought value to our customers. As always, we’re grateful for their appreciation.
“d’frens helped us identify our brand identity, clarify our message and revived our organization. Their expertise and agility guided us to become a brand we are proud of!”
Growth Academy Asia, Hong Kong