Goal Priority

Goal Type

ICP

JTBD

Validation approach

Validation

Primary

Financial

ICP 1

The JTBD for ICP 1 is financial.

The AVP of Project & Change Management is focused on executing a large-scale digital transformation without building and maintaining a dedicated training or support team. Whatfix provides in-app support & guidance, thereby reducing reliance on HR / support staff. This reduces IT and HR team setup cost.

Discovery session with the buyer during the sales cycle

"Whatfix will be primarily utilised to provide in-app training to end users through job aids, process flows, etc. We plan to reduce our own training content to 40%"

"We want to provide self-help to employees through Whatfix and will monitor the number of phone calls to HR customer care centre on a quarterly basis to review the effectiveness of Whatfix's self-help feature"

Secondary

Functional

ICP 1

The secondary JTBD is functional because Whatfix would organize and support the change management efforts.

Discovery session with the buyer during the sales cycle

"We want Whatfix to align with our change management efforts"

Primary

Functional

ICP 2

The JTBD for ICP 2 is functional.

The VP of HR Operations is trying to fix a broken adoption process for an already-implemented HR system. The VP already has a HR and support team who either complete processes on behalf of the employees or provide them reminders or support. This is not scalable for the organization, especially for a field-heavy organization. By providing in-app contextual guidance, Whatfix can reduce dependency on manual intervention and also improve adoption of the application.

Discovery session with the buyer during the sales cycle

"The UI of the HR application is not intuitive. Employees do not use the application to complete key tasks and most tasks are completed outside the application"

"Help content on the application is hard to maintain and not up to date"

Secondary

Financial

ICP 2

The secondary JTBD is financial because if the VP can show increasing adoption of the HR application, he can justify ongoing investment.

Discovery session with the buyer during the sales cycle

"Investment in the HR application will be justified if adoption amongst field staff increases since they comprise 60% of the staff"

Criteria

ICP1

ICP2

Company Type

Fortune 500 Company

Publicly Listed Company

Industry

Telecom

Retail (Field Heavy Industry)

Company Revenue

$122 Bn

$2.4 Bn

# of Employees

149,900

4,050

Headquarters

Texas, USA

Florida, USA

Type of customer

New Customer

Existing Customer

Decision making bench

Key Decision Maker: AVP, Project & Change Management

Executive Sponsor: CIO

Influencer: CHRO

End users: Full-time employees, HR generalists

Key Decision Maker: VP HR Operations

Executive Sponsor: CHRO

Influencer: Director HRIS, Director of Payroll, Director of Field Operations

End users: Full-time employees, field staff, contractual employees, administrative employees (payroll, accounting), HR generalists

Key Decision Maker

AVP, Project and Change Management (PCM)

VP HR Operations

Department

IT with dotted line reporting to HR

HR

Context

The organization was undergoing a digital transformation within its HR function. With over 14 legacy HR systems in place, they had already finalized a cloud-based HR platform and were now focused on ensuring a smooth and effective rollout.The AVP PCM was responsible to lead the transformation as follows:

1. Work with IT teams to implement the HR software within the organization

2. Ensure data from old systems are transferred to the new HR system

3. Manage communication of the new system to all the employees within the organization

4. Conduct training and change management programs for the employees

5. Set up support systems for employees

The organization had been using a cloud based HR application since the last 3 years. Despite using a cloud-based HR application for over three years, adoption has remained low. The system’s unintuitive interface leads to frequent drop-offs mid-process, especially among field employees (~60% of the workforce), who struggle with access and communication through digital channels.

Problem Statement

The AVP was looking for a low-code/no-code solution to enable efficient employee training and support, without building a dedicated team — thereby saving time, cost, and reducing dependency on HR and IT resources.

Due to low adoption of the HR application, the HR administrative staff had to spend a lot of time on completing key processes on behalf of the employees. There were delays in completing key processes in recruitment and benefits enrolments. The VP of HR Operations is seeking an easy-to-use, scalable tool that strengthens application adoption, reduces the support burden on HR, and improves completion rates of key processes like recruitment and benefits enrolment.

Key psychographics of the decision maker

1. Results-driven and execution focused

2. Motivated by meeting implementation timelines

3. Prefers self-serve low-code tools that reduce reliance on IT and support teams

1. High focus on process compliance

2. Has tried to solve for issues by setting up support and training teams but is looking for quick easy to use in-app tool

3. Wants a tool that can cater to the needs of the field staff

Is the key decision maker tech savvy?

Yes

Yes

Why use Whatfix / Goals of using Whatfix

Whatfix is a digital adoption platform that can provide in-app training and support to the employees and assist the AVP with the change management efforts. The AVP is looking to achieve the following goals through Whatfix:

1. Provide training to employees within the new HR application and eliminate the need to build custom L&D content from scratch

2. Provide self-serviceability to employees. Reduce HR support tickets by 30-40%

3. Accelerate time to adoption by handholding employees on new processes within the application

Whatfix is a digital adoption platform that can help the VP with the adoption of the HR application. The VP is keen on achieving the following goals through Whatfix:

1. Simplify navigation and reduce user drop-offs by guiding employees through key workflows

2. Accelerate process completion rates, especially among field and contractual employees

3. Provide contextual, in-app assistance to reduce reliance on support teams and accelerate compliance

Frequency of usage

Whatfix content is built and deployed to align with key transformation milestones. The AVP of Project & Change Management reviews the performance and effectiveness of the content on a quarterly basis, evaluating its impact on training efficiency and employee adoption. Based on his feedback, the content is iteratively improved and updated in production every quarter to ensure continued relevance and effectiveness.

Whatfix content is built and deployed to align with key transformation milestones. The VP reviews the performance and effectiveness of the content on a quarterly basis, evaluating its impact on employee adoption. Based on his feedback, the content is iteratively improved and updated in production every quarter to ensure continued relevance and effectiveness.

What features do they value

Guided walkthroughs

Job aids developed from Whatfix walkthroughs

Self-help widget

Guided walkthroughs

Smart pop-ups to nudge users about pending actions

Self-help widget

What alternatives do they have

1. Training & adoption - Invest in an L&D team who would create and manage training content

2. Support - Invest in an employee support team who would handle support queries through tickets

1. Support - Continue to provide support through the existing support team

2. Process completion - train supervisors and HR admin to remind employees to complete key processes

Criteria

Adoption Rate

​

Appetite to Pay

Frequency of Use Case

​

​

Distribution Potential

ICP 1

High

High

Moderate

High

ICP 2

Moderate

Moderate

High

Moderate