Help content strategy

I was the content strategist on a project to redesign and migrate a suite of transactional features related to members accessing care (e.g. Appointments, Pharmacy, Email your doctor, etc.). Each feature had a unique “Help” link to a separate page with regional support content.

My job was to figure out what to do with the help content for the redesign. Should we migrate it? If so, should we migrate as is or make changes?

I discovered an enormous opportunity to optimize the help content throughout the site and create a consistent help experience across all digital channels.

• Identify user needs, and business goals, and define content requirements.
• Make recommendations about what to do with transactional feature help pages.
• Apply findings to overall help experience on kp.org to optimize self-service features.

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• Created an inventory, conducted an audit (with metrics), and analyzed competitors and best-in-class examples.
• Shadowed member service representative to hear the kinds of questions that people called in about.
• Developed initial content recommendations.
• Socialized the recommendations with the product, UX design, UX writer, and marketing content for feedback and alignment.
• Developed business case for longer-term help experience.
• Presented to senior leadership.

• Reduced the number of help pages by about 50%.
• Improved UX measured by user research findings.

During the assessment phase, I found so many opportunities for improvement across the site that I also developed a longer-term comprehensive help strategy that had 3 main elements:

1. Future-state help experience on kp.org: Build on the initial strategy to improve the usability and findability of all help content on kp.org. I had done a lot of the discovery work already, but we still needed to collect data and analytics from AEM, call center, and user research to inform the future state experience and collect baseline data. We needed to define the user mental model around help on kp.org.
2. Help analytics: Develop and operationalize processes between the digital group and call centers to measure and analyze help content performance. Data will tell us where members need help. Use kp.org and call center metrics and data to optimize the help experience on kp.org by measuring our success and identifying areas where we can improve the experience.
3. Call center content integration and process (process improvement effort): Develop and operationalize process between DEC and call centers to leverage call center help content for kp.org. Provide consistent content across multiple channels for service. Keep content up-to-date, accurate, and consistent with call center content.

Results of long-term strategy

I presented my business case to senior leadership and they agreed with the approach and formed a separate work group to address self-service on kp.org and formalize the project. By improving members’ ability to self-service the top call drivers to our call centers on kp.org, call volume will decrease and KP will avoid associated costs. Estimated cost savings by addressing top 3 call drivers to Member Services Call Center (billing, eligibility, benefits):

• Hard benefit: $81 million in cost avoidance*
• Soft benefit: $121 million cost avoidance*

* Actual savings will be more when you calculate cost avoidance with other call centers, e.g. Regional advice and appointments, Pharmacy, Direct Sales, Claims, etc.

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