Consultancy
Background
In 2014, housing association Ieder1 began using customer journeys as a method for process improvement. The organisation aimed to enhance its services while increasing customer satisfaction. Joke Hofman, Managing Director, saw this approach as an opportunity to optimise processes and actively involve employees in improvement initiatives. The goal was to become one of the best housing associations in the Netherlands and to place tenants at the heart of all processes.
As a merged housing association with a long history, Ieder1 recognised the need to return to its roots while better responding to tenants’ expectations. The organisation lacked insight into the customer experience and key points of contact. There was a need for a practical approach that would help employees improve processes from the tenant’s perspective. The existing way of working did not sufficiently align with this ambition.
Improving with enjoyment
Woonbedrijf Ieder1 invited three parties to develop an approach. BPM Consult was selected for its enthusiasm and methodology. The ‘Improving with Enjoyment’ approach aligned well with the needs of employees. Customer journey teams were formed around specific questions such as ‘I am looking for a rental property’ and ‘I am experiencing nuisance’. These teams analysed processes from the tenant’s perspective and were given tools to implement improvements.
The approach resulted in three improvement cycles per year, each concluding with a ‘harvest day’. These days are celebratory and energise employees. The methodology encourages engagement and ownership. During a session using statements, 100 per cent of employees indicated that they wanted to continue working with customer journeys. The approach was even adapted based on feedback, introducing an additional improvement cycle. This demonstrates the flexibility of the method in practice.
Measurable impact
The customer-focused approach led to an increase in customer satisfaction from 6.8 to 7.3 within one year. Concrete improvements include the use of mobile payment terminals during property handovers and the screening of new tenants. The latter measure emerged from signals given by existing tenants and helps prevent problems at an early stage. Joke Hofman: “The support within the organisation for your assistance is the key reason for our success.”
In addition to process improvement, the approach has resulted in greater responsibility and trust among employees. Training programmes have been launched, including one for all-round maintenance professionals in collaboration with Aventus, in which tradespeople from other housing associations also participate. Customer and neighbourhood consultants are trained in Woonbedrijf Ieder1’s way of working. Toolkits support the implementation of changes. Technical departments are leading the way in this, partly due to their experience in contracting and working with practical learning tools.
Agile organisation
Joke Hofman’s vision for the future focuses on agility. The organisation must be able to respond quickly to changes in its environment. Although customer journeys are currently effective, the question remains whether this approach will be sustainable in the long term. Some housing associations opt for a process-based structure rather than a traditional line structure. Woonbedrijf Ieder1 is exploring what works best, with the aim of creating a flexible and future-proof organisation.
Joke Hofman emphasises the importance of starting small and simply taking action. According to her, these are the guiding principles of successful customer journeys. She advises fellow project leaders to think from the tenant’s perspective and to give employees trust and responsibility. In her view, BPM Consult has played an important role in the success. The approach works, the enthusiasm is contagious, and the organisation is on the right track.
