A change built together that is reflected in customer satisfaction – This is how Suomalainen Työ’s investment in the member experience increased member satisfaction by 10% per year
Suomalainen työ ry, The Finnish Work Association, strengthens the appreciation of Finnish work and ensures that the impact of domestic work is seen and heard. Together with Dagmar, the association updated the customer relationship management models for different member groups. The goal was to create a consistent, high-quality and consistently managed customer experience that increases the value of the member experience and increases member satisfaction in the long term.
The Finnish Work Association, formerly known as the Association of Finnish Workers, is best known for its Key Flag, Design from Finland and Social Enterprise labels. Together with its 9,500 member organisations, the association increases the appreciation and success of Finnish work.
With the rapid growth of members, the need to develop the customer experience more systematically arose in Suomalainen työ. Without clear operating models, the member experience can easily be built randomly. The goal was to ensure that each member company feels that they receive concrete value and benefit from their membership – consistently and with high quality, regardless of who in the organization works with the customer.
Co-creation of clients’ care models
Customer relationship management and the development of the customer experience are key factors in the commitment of members and in supporting the effectiveness of operations. The strategic goal was to strengthen member satisfaction by developing clear and resource-wise care models for different customer categories.
The care models were built in a participatory manner with the help of the entire customer interface. As a result of the work, a common customer care playbook was created, and the entire staff was familiarized with the operating models in a joint training.
Client care models are not just processes, but a shared vision of how the client is encountered and how they are served at different stages of the client journey. They bring concrete clarity to everyday life: who does what, when and in what way. At the same time, they are a promise to the customer of consistent, consistent and appreciative service.
When the previous tacit knowledge and individual operating methods were compiled into a common model, the member experience became predictable and uniform. The everyday life of the staff has also become easier – clear rules free them to focus on the essentials: helping members and supporting their success.
Partnership with Dagmar: 1+1 = 3
The aim was to implement the construction of the treatment models with the help of the entire organization, but a partner was needed to bring methodological expertise and an external perspective.
Dagmar’s role was to act as an expert partner who brought fresh customer understanding, structural clarity and a vision of effective customer experience management to the project.
The key objectives of the development work were:
- • build clear and uniform customer relationship management models
- • to produce a concrete and practical playbook to support everyday work
- • describe member paths and critical meeting points
- • define customer experience metrics and an annual clock for customer relationship management
“In Suomalainen Työ, we tend to carry out development projects so that we do a lot ourselves, but we also need a knowledgeable and reliable partner with whom we can also get more out of ourselves. Dagmar found just such a partner for us. Cooperation with Dagmar’s top professionals was straightforward and pleasant. I feel that the most challenging moment in projects like this is to bring the plans, PowerPoints and Miroboards, to life after the end of the joint development work, i.e. to genuinely include the plans in everyday life”, tells Reetta Mentu, Head of Customer Experience and Research, Suomalainen työ ry.
Cooperation with Dagmar’s top professionals was straightforward and pleasant.
I feel that the most challenging moment in projects like this is to bring the plans, PowerPoints and miroboards, to life after the end of the joint development work, i.e. to genuinely include the plans in everyday life.
Results: NPS rises through systematic action
The new operating model is already visible in concrete results. In the December 2025 survey, the NPS of Finnish work rose from 41 to 45, which means an improvement of about 10 per cent per year.
An NPS level above 40 is already strong in principle, and raising it further requires exceptionally consistent customer work and the commitment of the entire organization. The results show that the treatment models did not remain plans, but became a genuine part of everyday life.
“The NPS growth of almost 10 per cent year-on-year is an excellent indication that the Finnish Work Association succeeded in making care models a genuine part of everyday work. The planning phase provides the framework, but real impact only comes from implementation – from the personnel adopting the new operating model and making it their own. In this project, the Finnish work team showed exemplary commitment: they were able to change operating methods quickly, unify the service process and ensure that the customer receives the same quality at every touchpoint. The results show that the change did not remain a plan, but it is concretely reflected in the experience of the members and the performance of the organization,” says Sirpa Toljander, CX Director.
NPS is an internationally recognized metric that ranges from -100 to +100 – and even small changes are typically slow to achieve because they reflect the entire organization’s operations and the quality of the customer experience.
The results show that the change did not remain a plan, but it is concretely visible in the experience of the members and the performance of the organization.
Sirpa Toljander, CX DirectorSee more of our work
