I had the opportunity to conduct journey mapping with a state agency working to transform the employer’s unemployment experience. The group followed our first rule of journey mapping – always make sure the customer is included in the process – by conducting multiple levels of research, including in-depth interviews with employers who were new to the process and usability interviews.
Next they engaged us to map out the existing employer’s journeys. I knew they were the right type of people for this work when I overheard one say, “If you need a video to explain the process, fix the process!”
Unfortunately, that’s not always the approach. I can’t tell you how often I’ve run across a broken process, and the response is, “We need to train our customers.”
The reality is, our customers are already trained. They’re trained by Amazon to have a streamlined process. They’re trained by Apple to expect simplicity. And, if we’re not careful, they can be trained by your competition to expect something better.
The irony is, this came from a state agency with no competition. But they understand that while loyalty may seem irrelevant, it really isn’t. Being loyal in this context doesn’t mean using their services more – nobody wants to use unemployment insurance any more than they need to. No, in this context, loyalty means being less costly to serve. It means less calls, and less irritation when those calls happen.
That’s what journey mapping is all about – making customer-focused change to improve the process for everybody. And, if the state gets that, then there’s hope for the rest of us, too!