<aside> <img src="/icons/light-bulb_yellow.svg" alt="/icons/light-bulb_yellow.svg" width="40px" /> How to make an impact and improve the Digital Employee Experience A Digital transformation program, lead by a fellow Service Designer and me, sponsored and guided by senior management.

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Clients: CFO and Head of innovation (NL) // Team: 2 SDs, SD intern, and a temporally addition of 9 colleagues (6 SDs, 1 intern, 1 data analyst, 1 executive assistant) // Project Duration: 4 Months // Goal: generate potential product opportunties

Visual created by Digital@Deloitte

Visual created by Digital@Deloitte

PROJECT SETUP

GENERATE MULTIPLE INSIGHTS AND PRODUCT OPPORTUNTIES

Three months, from 30+ high level challenges to selection of 4 problem areas, to 4 solution opportunties. We temporarily grew our team with 9 people (6 service designers, 1 innovation intern, 1 data analyst, and 1 executive assistant) divided into 3 project teams (3 pairs of service designers for focus on three solution opportunties), and 1 central team. We worked in two weeks sprints, to offer a bi-weekly moment for review and feedback with 25+ stakeholders.

<aside> <img src="/icons/bullseye_yellow.svg" alt="/icons/bullseye_yellow.svg" width="40px" /> GOAL

Explore four pain points and define potential product opportunties. Handover and translate these opportunities into MVP concepts and a development plan in collaboration with the Scrum team.

Explore and define a standard process for future collection of employee insights and opportunties for (digital) improvements.

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PROCESS FOLLOWED

Preparation → Execution → Handover

<aside> <img src="/icons/location_gray.svg" alt="/icons/location_gray.svg" width="40px" /> PREPERATION

• Collect and redefine request
• Scope & pain points (based on stakeholder feedback)
• Hire Service Designers
• Onboard new hires </aside>

<aside> <img src="/icons/location_gray.svg" alt="/icons/location_gray.svg" width="40px" /> EXECUTION

• Kick-off program

• Guide execution

• Go/no-moment:

  Go: Design Sprint No-Go: further exploration

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<aside> <img src="/icons/location_gray.svg" alt="/icons/location_gray.svg" width="40px" /> HAND-OVER

• Wrap up of project and collaboration
• Evaluation of project, collaboration, and future opportunties for improvements
• Off-boarding of temporarily hires
• Further product improvements together with the scrum-team </aside>

ROLE & RESPONSIBILITIES

MY ROLE

Responsible for process and people management, and maximising the impact of insights and projects:

• set up a scrum-inspired structure for frequent feedback
• actively involve and engage stakeholders
• foster close collaboration between the teams and other colleagues (especially with key stakeholders and our EX scrum team).

MY COLLEAGUE

Organisational effort of the hiring of the team members, and the communication and collaboration of external clients and consultants. She was also responsible for creating a funnel of insights: connecting data analysis insights, company insights (e.g. employee surveys, FAQ from support, and communication goals).

WE BOTH

Coached the teams: I took ultimate responsibility of two teams and the intern, while my colleague took the responsibility of one team, the executive assistant collaboration, and the involvement of the data analyst.

VISION & PROCESS

We visualised our working vision in the image below

MANAGE INSIGHTS & PROJECT STREAMS

Two Service Designers leading two streams with support of a Service Design intern: the three teams of external service designers, and a parallel stream of employee-insight collection. To merge the streams together, translate the insights into a problem statement and project vision, and facilitate a design sprint to explore solutions.

MILESTONES FOR FEEDBACK

The process included many milestones, to offer frequent moments for inspection and adaption, to include the business needs and stakeholder input.