Connected-Service Discovery and Research Analysis (Miro) | https://miro.com/app/board/uXjVKQpaRkU=/?share_link_id=846408747615 |
Service Design Recipe (Miro) | https://miro.com/app/board/uXjVKHNLKS8=/?share_link_id=795322396105 |
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Big picture sentiments, and how folks see our role in the system:
“In the big picture transformation context I would like to see some of the structural issues I see with agile and specifically in the kind of hiring, procurement, job description space solved. I'm working on my little corner of the government trying to do what I can to put my best foot forward under the policy and legislative constraints that are around me. One of the reasons I took this meeting is because I'm hoping that from your vantage point, possibly those policy and legislative constraints can be changed.” 🔥
I find this quote energizing - I hear that the DTC Branch is wanted, and that we’re seen as part of a x-gov squad of change-makers all doing our part
“I don't know if the goal should be so much like hire more digital capacity. It's more like how do we harness what we have more effectively and more efficiently? Because eventually we just have a whole bunch of chickens running around, but like, nobody kind of gathering them or pointing them in a direction.”
what happens if we scale misaligned, relatively unsupported digital practices that are new and unfamiliar to many BCPS folk?
this participant articulated many current-state improvement opportunities for hiring and procuring digital talent, but is thinking bigger-picture and strategically as they express this point
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Our place in the hiring and procurement ecosystem
Our audiences and scope
Our service opportunities
Operational considerations re: sustainable pace, healthy roles, happy humans — toward great outcomes
I always have more questions
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Passionate leaders, often playing whack-a-mole 😄TL;DR: Folks are thinking strategically toward sustainable organizations/products and good outcomes for BCPS and the Province, with surprises and systemic ‘moles’ popping up along the journey - where digital talent producing outcomes provides compelling evidence for Sr. Leaders up to ADM/DM levels: to show what transformation looks like and prove that it’s a worthy investment |
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Connected-Service interviews (Tess)
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Existing research / staff insights
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Experiments & Collaborations |
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Matching humans to opportunities, aka “fit”TL;DR: Mindset, personality, knowledge/skill/ability - are there experiments we can run, within the PSA/BCGEU context and our commitment to EDI, to giving hiring managers a sense of control and confidence? |
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Connected-Service interviews (Tess)
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Existing research / staff insights |
Experiments & Collaborations |
Org design strategies, service-thinking and digitally literate program areasTL;DR: Some folks are moving toward org design strategies where digital folk collaborate directly with business folk, toward service-thinking and shared ownership of outcomes. There is still a time and a place for well defined agile teams… “it depends”. The system is learning that program areas need support to be ready for an agile team, by default they don’t know how to work with them, or don’t have the capacity to support the additional workload introduced by design processes, SME requests, engaging in demos, and making decisions can block digital delivery. Deadlines get missed, trust gets broken in the promises of modernization. I’m also seeing some risky ideation - folks are trying to find clever workarounds to build more flexibility into their org, e.g. resource pools where they move folks around to different products as needed, or positioning Designers to work across the research, service, content and ux design job profiles as needed. |
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Connected-Service interviews (Tess)
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Existing research / staff insights |
Experiments & Collaborations |
Hire/procure strategies & systemic opportunitiesTL;DR: We’re in a hiring-forward moment in time (context & market conditions are favourable), with procurement as a high-value strategy. Decisions are strategic and thoughtful, but also impacted by known systemic opportunities, e.g. classification and funding. |
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Connected-Service interviews (Tess)
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Existing research / staff insights |
Experiments & Collaborations |
Growth & development, re-skillingTL;DR: Develpment intersects with org sustainability, retention, digital delivery outcomes, and is front of mind for Leaders, with opportunities for DTC Branch to lean in: on the ground, and in a systemic-change context. 3 components in this section: agility and flexibility in context of PSA/BCGEU (hard/systemic), up/re-skilling current staff and managing change, programs to attract & develop jr. talent (Sam is running discovery now). |
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Connected-Service interviews (Tess)
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What we know of & can learn from today:
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Experiments & collaborations:
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Maturing & supporting digital practices, guilds/chaptersTL;DR: |
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Connected-Service interviews (Tess)
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Existing research / staff insights |
Experiments & Collaborations |
Hiring ecosystemTL;DR: Insights into where folks go for hiring support, and what they experience/care about. Competitive intelligence |
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Connected-Service interviews (Tess)
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Existing research / staff insights |
Experiments & Collaborations |
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