How might we rethink our workforce clock-in strategy to address customer concerns with hourly rates?
Booking a move with Bellhops meant your movers and truck driver arrive separately (unlike conventional moving companies where the team arrives together in the moving truck). Because we operated with an hourly pricing model per Bellhop coupled with the likelihood of Bellhops not always arriving in unison, the question of when to “start the clock” came up frequently with contesting customers. “Why should I start paying for your services when only 1 out of 3 Bellhops is here?”
Team: product, engineering, operations, customer success, pricing team
Explore options for a fair clock-in policy:
I first partnered with engineering to understand the current ways in which our ordering and billing systems track, calculate, and reconcile the time-based cost and payout of a move. This input was important to consider before exploring the feasibility of one solution over another.
As the team began to ideate, we worked through various timeline scenarios referencing common pitfalls with arrival time. Taking a user-centric approach, in our case, was often two-dimensional: the demand-side (end-user/consumer) and the supply-side (labor/service-provider). As with any two-sided marketplace economy, the needs and wants of of each party were often competing and required a thoughtful compromise to ensuring success on both ends.
We explored motivations, incentive and unfair penalties with each actor for each scenario—paying special attention to the nuance of our service (separate Bellhop arrivals, contracted truck drivers, etc.)
Challenges to overcome: