2019
Client: Outback Moema
By Estúdio Nômade
Client: Outback Moema
By Estúdio Nômade
Immersive employee experience to prepare teams for work, generating empathy and connection between collaborators, who developed an integrated (systemic) vision and dimension of the whole work dynamic.
• employee experience • empathy • systemic view • storytelling
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My role: strategic designer & graphic designer
Who is the client: Outback Steakhouse is a restaurant chain that belongs to the Bloomin’ Brands group. It has 110 units in Brazil and is present in 49 cities. Worldwide, Outback is in 23 countries in the Americas, Asia and Oceania. It is known for its unique, fun and very high standard experience that became known as #MomentoOutback.
What people said:
“The idea of the Rally was incredible. Nice to see the company's people participating, being there in uniform like us; understanding the needs of other co-workers”.
Natalia Campanini, Restaurant attendant
🏆 Awarded at BDA - Brasil Design Award. Silver in the Service Design category: Employee Experience
project flow ↡
Problem Statement:
Customer satisfaction is one of the priorities of Outback restaurants. To ensure constant improvements, it is necessary to train the team and review the processes. As much as people work focused on one area, it is important that they are aware of the whole.
Facing the launch of a new store, we created Rally Outback, an immersive experience of preparing teams for work. Through Strategic Design and based on an empathic approach, with storytelling techniques, the training aims to sensitize the Outbackers about the work of the colleague and strengthen the sense of collectivity, improving the problem solving capacity, engaging the team to achieve better results. 🦘
Process:
We invite employees to “drive” between the various sectors of the restaurant, exercising empathy. To create this experience, we start with the discovery of each work area, conducting interviews with employees to create a narrative for each station. Based on this, a route was developed where 12 teams passed through each of the stations. Creative dialogue tools were also developed, with the use of comic stories and provocative questions, stimulating critical reflection, with an exchange of experiences for the recognition of functions.
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120 employees ￫ were sensitized, among the different
shifts and restaurant areas
shifts and restaurant areas
12 stations ￫ in three and a half hours of activity
94% ￫ understood that the Rally activity was enlightening
90% ￫ understood more about the difficulties and challenges of colleagues
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Result:
The activity resulted surprisingly in several factors. Many of the employees had little idea about what was happening in sectors unrelated to theirs. They started looking more closely at each other and treating each other with care. The activity helped to generate empathy and connect people with an integrated vision. It was possible to understand the importance of a job well done so that the system works in the best way possible.
journey map ↡
cards and storytelling about customer enchantment ↡
comics portraying the difficulties of work ↡
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