Research | Conceptual Design | Strategy | Design Thinking
a leading transport organisation in australia came to us with a problem - how can we improve the candidate experience across the organisation through the job application process?
To comply with my non-disclosure agreement, I have omitted confidential information in this case study. The information in this case study is my own and does not necessarily reflect the views of the client.
Transport NSW came to us to design and run an innovation incubator program which would enable us to collaboratively and rapidly take problem areas, explore, understand and define them, sketch/prototype ideal state/s and concepts, define value propositions and test concepts.
The program concluded with teams showcasing activities, outputs and learnings in a 5 pitch. As team lead my role was to facilitate and oversee all activities for my group.
My problem space was the candidate experience. The original problem statement was “How can we improve the candidate experience across the organisation through the job application process?” This was later refined as we took the team through research and had a better understanding of the value proposition for customers.
The 3 week program was intensive and extremely collaborative, with teams assembling each day to run through various workshop activities as we went from problem space all the way through to envisioning and designing the future experience using divergent/convergent thinking.
Some of the activities conducted were: Hearing from SME’s, project sponsors, Landscape review, Current state mapping, How to's and then conducting interviews (with my guidance), Affinity mapping, Synthesis (internal), Defining the problem, Value proposition map, Revised problem statement, JTBD exercises, Ideation, Storyboarding and future state process mapping, Hypothesis for testing, Testing day with customers, Showcase preparation and final presentation back to project sponsors (team).
The role of the facilitator was to be just that, facilitate and support the team through each of the activities, ensuring they were the ones doing the work, and importantly understanding the value of the exercises they were doing with the aim to take this knowledge back to their respective teams and the business.
The activities were deliberately designed to be rapid, ensuring conversations were focused on the goal at hand and time not wasted.
To get a better understanding of the problem space, we first invited key stakeholders and SME's to do a 'look at the landscape' of the problem space we were tasked with. This provided valuable insight to some of the known problems and challenges the business and candidates faced, but also things they wanted to know more about or areas of uncertainty for the business.
TALK TO YOUR CUSTOMERS
Next we engaged with customers in a day of workshops, group discussions and one on one interviews. This really helped to understand some of the gaps and pain points experienced throughout the candidate experience. This step was extremely important for a few reasons, one being the chance for the team to hear and learn from actual customers and two, the feedback and insights would be used and referred back to over the coming weeks in various workshop activities.
talk to staff involved
Once we'd spoken to end users (candidates), next we speaking to key roles involved from the business. We spent a day observing and interviewing people from different parts of the business who were critical in the hiring and recruitment process. Doing this provided a holistic view of the current state experience, touchpoints, challenges, gaps int he experience and opportunities.
refining the problem space
Armed with insights, we wanted to ensure we were solving the right problem and articulate who we are designing for. We spent a day workshopping what customers were trying to achieve and the scenarios they were faced with. We fed this data into a CVP canvas which helped the team to not only visualise, but highlight how we might bring value to the people being designing for. The value proposition statement would then be a 'true north' and keep the the team working towards the right goal as we transitioned into the solution space.
ideation & concept creation
The team then ran various ideation and concept generation activities to really get them thinking how we could solve the problems that arose during the research. Pushing ideas is great, however, it was also important to understand from the businesses' perspective what was technically feasible.
Having reviewed, refined and narrowed our solutions down it was time to draw and annotate the ideal scenarios and physically prototype the experience. Following this, a day was then spent with customers to test the concepts and ensure we were on the right track and further test any assumptions the team had.