2.1 General approach and principles
Social Service Engineering is a general framework that supports all kinds of innovations and changes in organizations that offer person-related services. These innovations and changes include the introduction of new (digital) work tools and changes in work processes, as well as innovations in customer service and customer relationships. By providing subordinate principles for Social Service Engineering and an online tool kit with step-by-step instructions, the concept offers orientation for socio-technical change processes.
The interdisciplinary concept of Social Service Engineering was developed in the SO-SERVE (BMBF/ESF) project. The project’s starting point was the necessity to combine the disciplines of work psychology and service engineering to improve person-related services for both employees and customers. The technology-driven approach of service engineering aims to design high-quality, efficient, and customer-oriented services or service systems. As service engineering primarily considers the customer’s perspective of service characteristics, working conditions and employees’ demands in person-related services might be neglected. Therefore, work psychology brings the employee perspective, and thus, the ‘Social’ aspect to the approach of Service Engineering. Work psychology aims at a preventive, humane design of person-related service work. Humane or decent work means that it promotes learning and personal development as well as physical and mental health by respecting the criteria of human-centered design, such as avoiding over- and underchallenging tasks, providing skills variety, autonomy, task identity, task significance, and job feedback (e.g., ISO 6385:2016; ISO 10075-2:1996). Social Service Engineering combines theoretical approaches, methods, and tools from work psychology and service engineering to generate synergies from the collaboration of both disciplines.
In sum, Social Service Engineering assumes sustainable corporate success is only possible through employee-oriented decent work design in conjunction with service design that considers economic aspects and the wishes of service recipients and users. The SO-SERVE principles (adopted from Friedrich et al.
20211) for the design of humane and efficient person-related services are derived from this basic idea. As overarching guidelines, they also apply to the introduction of digital technology.
The key premise of Social Service Engineering is that there is an interplay between the working conditions of employees and the service quality of customers, which can influence satisfaction on both sides and thus contribute to the company’s success. For this reason, joint design of service and work is essential.
Interaction between people represents the core value of person-related services. Only appreciative personal interaction and attention ensure that person-related work meets the demands of service recipients or service users, as well as the professional standards of service providers. Time must be provided for this interaction.
Social Service Engineering considers aspects that might influence the behavior or experience of the actors in the person-related service situation, including organizational (e.g., time available, technical equipment), emotional-motivational (e.g., expectations of the interaction), cognitive (e.g., qualifications, competencies in using the technology), and social aspects (e.g., social norms).
The knowledge and experience of service providers, service recipients, and stakeholders with the service are utilized to determine which processes are not optimally designed and to implement design processes. In the development and introduction of digitization measures, the early involvement of future users avoids possible undesirable consequences.
Well-defined goals support the design process by facilitating the prioritization and selection of design measures (selection and evaluation function), the coordination of actors toward common goals (motivation function), and the monitoring of intermediate and final results (control function). The objectives are coordinated to promote each other, and design measures do not contradict each other.
Condition-related design measures focus on the improvement of the circumstances of the service delivery (e.g., by optimizing workflows and improving software usability). Individual-related design measures aim at improving how employees deal with given circumstances (e.g., by time management or software user training). Individual-related measures are only used when technical or organizational measures have been exhausted or are not suitable for eliminating the problem (see EU OSH legal framework on the introduction of measures to encourage improvements in the safety and health of workers at work: Council Directive 89/391/EEC 1989).
A trusting collaboration in which all actors can participate constructively forms the basis for designing the person-related service. Shared values are translated into transparent design processes and horizontal negotiation processes. These processes require management practices in which hierarchical control and top-down approaches are reduced to a minimum.
The service mindset reflects a service organization’s basic attitude toward providing services. A shared service mindset can create certainty of action in everyday and exceptional situations for employees. It is concerned both with the goals aimed at in the provision of services and with how these goals are achieved. The role of the service recipient is also the subject of the service mindset. The service mindset should be developed in participation with the employees to ensure that it is supported and implemented in their day-to-day work.
2.3 Applying Social Service Engineering in the use cases
As the design of the internal and external
information flows and documentation processes (FOA 1, Table
1) turned out to be especially challenging in childcare and elderly care, this paper focuses on this selected field of action. However, although the field of action was significant for both use cases, more detailed analyses with the SO-SERVE tools, e.g.,
Fishing for Causes, and
Service Information Flow Map (see Table
2), revealed different causes for the problems in the use cases. Regarding the childcare centers, the chosen information channels for internal and external communication were inappropriate, and the growing administrative burden was no longer manageable without (digital) support. As a solution to the problem in the childcare centers, software was introduced to support information and documentation processes. Regarding the elderly care facilities, problems in FOA 1 were primarily caused by an unclear distribution of tasks within teams and between different levels of the company. For clarifying all roles in the company, e.g., of nursing specialists, nursing assistants, coaches, and care management, the
Role Model Canvas tool was applied. As to the use of digital technologies in elderly care, the company has already been working successfully with nursing software and mobile devices for planning and administration tasks in outpatient care (including tour planning, duty scheduling, and care documentation).
Since this paper is aimed to show how SO-SERVE can support the introduction and use of digital technologies, the use case of childcare will now be described in more detail.
Our analysis of work conditions and service processes in the childcare centers showed that the information needs of employees and customers are not satisfactorily met. The internal and external information flows proved to be complex, inefficient, and prone to error. For example, there were double structures of analog and digital documents and about 70 paper lists in every institution (e.g., meal attendance list, registration and deregistration list, pick-up permission list, and children’s allergy list). Sticky notes were written to pass information to the parents or among the team. For this purpose, the notes were stuck to children’s backpacks, childcare group books, or paper lists. The sticky notes have not proven to be a reliable means of conveying information, as some of the notes got lost. Further, the high number of messages on information boards in the childcare centers led to information overload among parents.
The software introduced in the childcare centers to redesign information flows and documentation procedures was made available for employees on tablets. It offers two main modules: An administration module to facilitate the management of internal information flows and an external communication module enabling digital communication between educators and parents. In the course of improving information management through the internal communication module, the paper lists and documents were checked for redundancy and transferred to the digital system. Among many other new features, the daily registration and deregistration of children were digitally simplified so that employees can now register and deregister children with one click in the system. Digital (de‑)registration eliminated the need to manually search for names on a paper list and look for the paper list itself when a colleague has it in use. The registration data is automatically captured and merged into a digital overview for the childcare center managers. In addition, all educators have access to all information about a child at any time, from a child’s daily attendance in the childcare center, contact information about the child’s parents, relevant characteristics of the child, and pick-up permits, to organizational details.
The software’s external communication module allows childcare members to communicate digitally with the children’s family members so that information can be passed on properly. This way, family members only receive relevant information, and do not have to search through the information boards at the childcare centers to see if there is anything useful. Reciprocally, family members were enabled to pass on information to the childcare centers conveniently. If children cannot attend their scheduled stay at the childcare center, e.g., due to sickness or vacation, family members can easily unregister them through the digital system. As a result, fewer calls that otherwise distract employees from their childcare duties arrive in the childcare center.
The results of a written online survey with 23 educators from the two childcare centers (response rate: 35%) demonstrated an improvement in the work situation of the employees in the childcare centers by using the software. The educators reported that child-related administrative and documentation tasks can be completed more conveniently, quickly, and with better quality. As a consequence, it was stated that using the software allows educators more time for pedagogical work with the children. The quality of the selected software, e.g., suitability for tasks, controllability, and error tolerance (see EN ISO 9241-110), was rated high. The implementation process, supported by the SO-SERVE tools, was evaluated positively overall. The efficient organization was highlighted. Only the participation of the employees in the implementation process, ‘from the selection of the software to the roll-out,’ was rated somewhat lower since the top management made the software selection without involving the employees.
To sum up, the digital system facilitated the processes in both childcare centers. Nevertheless, the use of SO-SERVE tools was required to prepare both managers and employees for the practical implementation of the digital system. Two of the SO-SERVE tools are presented as examples in the following sections.