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How we built a culture of care and service excellence with NUS Medicine
Along with NUS Medicine, we built a strong culture of care by inspiring and empowering NUS Medicine staff with the mindset and tools to improve the way individuals and teams in the organisation serve and support one another. From educational content to policy changes, we endeavoured to harness deep insights from staff and human behaviour to drive a compassionate and exciting shift in perspectives around service excellence.
The mission
Our mission, with NUS Medicine, was to build a strong culture of care by inspiring and empowering NUS Medicine staff with the mindset and tools to improve the way individuals and teams in the organisation serve and support one another. A study by the Harvard Business Review found that organisations with a strong internal service culture have 20% higher productivity than others. From educational content to policy changes, we endeavoured to harness deep insights from staff and human behaviour to drive a compassionate and exciting shift in perspectives around service excellence.
The Brain Juice approach
Managing change is all about people; culture will never shift without their insight and buy-in. Getting them involved in as many ways as possible allows us to build that connection and ownership needed for this shift to happen. Our approach involved building a robust foundation through community surveys, focus group discussions and actively getting staff feedback every step of the way. We used these insights to guide our communications and campaigns. This allowed us to strengthen the campaign’s identity by creating content and events that always feature peers and role models.
Our role
- Designed and facilitated strategic workshops that engaged key stakeholders in building a clear vision, mission, core messages, etc., that could be used as our compass in all decisions.
- Designed intentional surveys and focus group discussions that helped uncover insights the team could use to guide our efforts. This was implemented at multiple junctures throughout the effort.
- Conceptualised vibrant campaign identity and templates that could be used in building visual appeal and memorability.
- Created and continued optimising an integrated, data-driven communications and community engagement strategy that:
a. Included events, EDMs, human interest stories, educational comics/graphics and a variety of content formats – such as an animated explainer video to visually introduce an online course for service improvement and a new service quality appraisal component.
b. Utilised trackable links and QR codes that allow us to identify effective touchpoints for different forms of communication. - Created more informal touchpoints for the impacted staff to gather and raise questions, as opposed to a formal town hall or seminar style of dissemination. Staff were also incentivised to attend a roadshow with attractive, customised gifts such as the personalisation of a character, and healthy gifts and snacks.
- Organised and facilitated video and photo shoots with NUS Medicine personalities that were then used to create relatable campaign collaterals.
- Designed an onsite profiling installation that aimed to recognise and celebrate staff who exemplify service excellence through a visually appealing and consistently branded glass panel design.
- Refreshed and maintained a campaign intranet page that serves as one of the main platforms where important information and announcements are hosted.
- Ongoing consultancy and advisory to bring fresh perspectives that continue to shape engagement efforts and management decisions.
Our impact
- Created a striking and memorable brand identity to cut through the noise of the many other campaigns being communicated to the staff.
- Involved the staff as faces for our campaign’s vibrant creative assets and content to build a sense of pride and ownership.
- Built a foundation for the eventual implementation of a new organisation-wide performance evaluation metrics that included service quality.
- Gathered deeper insights from over 30 staff members of varying departments and levels through focus group discussions and over 1,600 staff through targeted surveys.
- Drove active engagement and connection with the staff through various collaterals and communication channels:
a. Over 200 staff engaged onsite at the SQ Score Roadshow event
b. Over 1,200 engagement as measured by clicks on newsletters
c. Over 150 engagement as measured by views on campaign videos
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