We worked with two other teams consulting for them on the internal training system for sales staff at Sealys Tempur, one of the world’s biggest bedding companies. With increasing competition in the mattress space, diverse teams across the region and distributed across hundreds of retail vendors, Sealys identified a need to develop their internal team training. After conducting an audit across their current system, we deduced that managers should also be a primary component of the process and own the staff training goals with the system supporting them to do so.
User interface design
Processes & workflows
After our audit of the current system, processes and training content we created a guide for internal use of the key segments the program was targeting, missing areas, opportunities for improvement and outlined processes for motivation design and engagement. As there were no clear goals set we developed these and then provided a system specific to them to monitor and measure them against over time leveraging off the HEART framework. Additionally we recognized that we needed an anchor to tie the training too and created the Sealy Mascot to be an easy visual indicator of training references and an onboard guide whenever required. We also developed a feedback system for the training content so the department could gauge if the videos were indeed useful for sales staff and if the lesson was addressing what was intended.
We advised the team on dashboard improvements to meet their goals, clean it up, create easier reporting and administration for various levels of management up the chain and make it more user friendly to ensure team members consistently return to the platform. The images here show our examples of how we would tweak the interface design to work more effectively (left, current design, right, our changes).
There was no onboarding process for staff across the Asia Pacific region so we developed a foundational process for the team to utilize. One of the initial problems needing addressing was team member completion and returning to the system. Creating an onboarding process allowed us to engage users within the program, simplify it all, explain the training and get the started on something that was relevant to them. On the final step we created a dropdown for users (sales staff) to select a topic of interest, an area their manager had said they needed to increase their knowledge of or a question that had arose during the week.
Over time we got together to create reviews of the implementation, changes that were required and issues that arrived. Moving through the journey this way also allowed us to identify unknown bottlenecks and resolve them through new processes that could in turn be executed.
Processes & workflows
The processes we designed for the training department became part of their internal references and knowledgebase. They allowed us to move components around as needed, explain them to higher management and visualize the journeys various aspects took from onboarding, to engagement, user levels, email workflows, automations and training progress.