Member Onboarding and Network Service Experience
Experience Strategy, Direction, and Implementation
Create a multi-channel onboarding experience strategy for new VHAN members and experience guidance for network-facing staff.
OBJECTIVE
“Tell me and I forget. Teach me and I remember. Involve me and I learn.”
- Benjamin Franklin
Vanderbilt Health Affiliated Network is comprised of provider members from various organizations who work together to meet quality metrics and improve the health of the community and region.
Create a multi-channel onboarding experience for new VHAN members, ensuring they grasp the foundational value and resources inherent in their membership, thereby reducing the need for labor-intensive member re-engagement efforts, as well as encouraging the application of value-based care principles to benefit their patients. Collaborate with network-facing staff to develop a user-friendly system that aligns with their expertise and technical capabilities to promote involvement and continuation of the dynamic member experience.
Problem
Lack of awareness of resources and value among members. Lack of accountability among staff to engage with members upon onboarding.
Users and Audience
Primary: Onboarding members, both implementation leaders as well as full staff. Secondary: Network-facing VHAN staff.
My Role
Leading collaboration with network staff to define a viable user experience and service design strategy, Directing design of multi-channel communications and resources to ensure a consistent experience. Garnering staff support and engagement with new program.
Support Team
Team of internal subject matter experts directly involved with existing onboarding efforts, team of creators including designers, developers, project managers, content writers, email communications experts, and analytics partner
Before we could re-engage existing members, we needed a way to ensure the flow of onboarding members would not create a continual flood of damage control work.
The onboarding system aligns communication across all channels and creates a foundation for future engagement and operational network improvements.
Additional Value
The Member Value page addressed additional objectives including a seemingly exclusive peek into membership (growth), a visual and interactive training guide for initial onboarding (operational efficiency), and a regularly available tool for recruiters.
Anticipated Results
We have seen a rise in use and interest in the Member Value page, becoming the 4th most visited page on the hub. The onboarding experience includes a survey measuring member perception. We can further measure engagement scores of members through our Engage tool which measures individual engagement across platforms, as well as monitoring levels of member engagement against those groups who were not onboarded using the new experience.
A Key Learning: VHAN Staff
Initial apprehension around what was perceived as potential micromanagement by VHAN Staff has been replaced by genuine excitement and gratefulness for support and clarity. It is important to remain aligned with stakeholders to ensure they feel involved in the change and not forced into change. I have found that team members have often been energized by the potential of the tools and experience where once there was a lack of alignment among members. This collaborative spirit will inevitably enhance the experience of both network and team member, further adding to the improvement of the experience.
A Key Learning: VHAN Members
Members may not know what to ask for, but they do know when they aren’t supported in the way they need. The rise in visits to the member value page implies a thirst for clarity and a desire to learn. Knowing we have an attentive audience means we have the opportunity to re-engage an active audience, and in providing upfront engagement and training to new members could have profound impact on overall quality-driven care in the region.
