An Internal Digital Management Platform
Aggregation and accumulation of system knowledge, within the framework of Leroy Merlin's corporate culture. Creation of a competitive system of various parameters for shops and departments, as well as a system of mutual support within individual performers, departments and shops.
Category
Implementation
The challenge
Create a tool for mutual help and knowledge building with competitive elements.
The application should contain the company's ‘Goals’ aspirations and a code of behaviour for employees, as well as the possibility of interconnection between employees of different ranks, in case of encountering ‘non-typical’ situations at work, to request help either from the knowledge base or directly from an employee who has already solved the issue.
Incentive points and shop ratings as a motivation tool should allow employees to be encouraged to integrate more closely into the corporate culture of communication and to achieve the set KPIs within the shop and department.
Decision
An internal digital platform designed to unify the following key functions:
1.
‘Objectives’ of the company's aspirations and a code of behaviour for employees
An important element of the project, which allows you to communicate and decompose the objectives set by the management. But most importantly, to present the achievement of the result in quantitative terms.
2.
A system of interconnection between employees of different ranks to solve non-standard situations
Ability to request help from the knowledge base and directly contact an employee who has already solved a similar issue
3.
System for monitoring and setting KPIs
At all levels (company, region, city, shop, department), an employee can track KPIs in real time from their corporate device. KPIs are broken down into specific tasks and metrics
4.
Competition system and rankings
For shops, departments and employees, there is a score-based rating system available within tiers, sharing best practices with leaders, and an additional tool for identifying challenges through customer experience cases
5.
Calendar and control of case execution
Wizards (step-by-step instructions) for passing cases, monitoring the implementation of comments and recommendations, prompt notification of precedents to improve service quality
6.
Consolidation of recall data
Feedback scores and content are communicated to every employee in real time. Employees see the issues that customers have highlighted in their shop
Results
From KPIs to Culture — A System That Connects It All
01
Increase employee engagement in the corporate culture and KPI achievement by setting and monitoring KPI fulfilment at all levels (Company, Region, City, Store, Department, Employee). Each employee can monitor KPI indicators of all levels in real time from his/her mobile corporate device.
02
Accelerate the exchange of knowledge and experience between employees at different levels through interaction with area leaders. Introduce a point-based rating system for different levels.
03
Utilise additional tools to identify issues based on customer experience cases.
04
Stimulate a competitive spirit and the desire for leadership among shops and departments by ensuring that observations and recommendations are followed up. Prompt notification of precedents and consolidation of feedback allows to inform each employee in real time about the issues highlighted, which contributes to the improvement of service quality.
