the Name
is bren

I did a lot of secondary and supplemental research to identify needs of a local branch. We decided to focus our time on streamlining internal processes and ensuring team efficiency. Based on those specifics, I used all the data to create two major solution-based prototypes... Employee Engagement Action Plan and Badge Incentive Program. Both solutions have been successfully implemented in the branch.

To get a baseline understanding of the branch, I completed a design-thinking exercise with the agent and their team. The session uncovered a lot of nuances that I was not accustomed to. Out of all the issues presented, the agent identified three major sources of contention... verbiage, training, and processes. After this exercise, I felt comfortable taking on this client and completing a project with them. Although, I was overwhelmed with the many facets of insurance.

I created a project scope document to ensure that me and the agent were on the same page with the project. I also wanted to educate the agent on design-thinking and all that it entailed. Two major pieces of the scope are listed below...

Research Objectives
1. We will identify the main talking points of her staff, the avenues/channels of
certain conversations, and the flow of conversations.
2. We will find a solution(s) for training staff by identifying their current method,
discover other alternative training plans, and ideate/brainstorm on innovative
training platforms.
3. We need to understand how State Farm branches complete specific procedures
for running an insurance agency.

RACI Matrix

I compiled over 33-pages of research from all different types of sources (Reddit, YouTube, Insurance Business Mag, Indeed, State Farm, Becomeopedia). Before I moved into ideation, I wanted to ensure that I understood selling insurance, intricacies of running a branch, and much more. I read through every detail and coded the information.

I was not able to uncover the 'behind the scenes' of State Farm's competitors internal processes, only customer-facing attributes. So, I decided to conclude an MAU model of major competitors. The interesting realization from the conclusion of this piece was that State Farm came out on top. I used that knowledge to finalize my decision to focus on the internal systems. It is important to note that this model inherently shows biases.

I completed a three-hour ethnographic study at the agency with the agent, employees, and clients. It was such an enlightening experience, being able to observe and understand the intricacies of running an insurance branch. I learned a lot about training employees, handling sensitive information, and assessing a client's needs.

After pulling important pieces from my secondary research, MAU model, and ethnographic study, I completed an affinity map to uncover key themes. The themes are listed below...
1. Coming out on top
2. Development
3. Community
4. Team Dynamics
5. Opportunities
6. Requirements
7. Concerns

...inspire team members to create a more comfortable space so that they can act more fluid in the business operations?

I went back to look at the three major categories that the agent identified during our first meeting (verbiage, training, and processes). In that order, I created three major solutions that were focused on those areas. I did more research into common HR practices to inform the prototype, as I was not knowledgeable.

Employee Engagement Action Plan
1. What is the core issue?
2. What needs to be improved?
3. How can we improve?
4. Who will do what?
5. What do we need?
6. How are we doing?

Badge Incentive Program
Types of Badges: Recognition, Skill Building, and Career Growth
Badge Levels: Novice, Competent, Proficient, and Expert

Education and Training Sessions
1. Identify Subject Matter
2. Open Successfully
3. Form Collateral
4. Structure Session
5. Maximize Learning
6. Close Effectively
7. Continued Learning

The testing phase did not go as planned and was not correctly completed. I ran through the prototype with the agent, as the employees were not accessible. The agent then discussed the prototype with employees and multiple put them into action. The agent took a couple notes and got back with me on the informal results.

Based on these realizations, it was clear that the Employee Engagement Action Plan was focused on the negative. I added in a question, "What works well?" I hoped that this would also tie in some optimism. The major change in the final prototype was the third portion to the prototype... Education and Training Sessions. I decided to remove this section completely, as it was not fully flushed out and hard to follow.

If I were to do something different, I would have spent more time with the employees. I enjoyed learning about a highly-corporatized business with many intricacies. I struggled with understanding the beginning of the design process. I grew a lot during this course, especially with my confidence. I overcame a lot of imposter syndrome.