Assets | Links |
|---|---|
Jira ticket (restricted to POs) | DO-211 - Getting issue details... STATUS |
Mural board (converting to Miro shortly) | |
Discovery Recap | |
Research Plan |
Research · Prelim themes
STATUS: DATA ANALYSIS · APR 22
Who
Tess interviewed 12 participants across 5 ministries, IS30 and Band 3-5 roles - Team Leads, Directors, Sr. Directors, Executive Directors
our sample skews ‘mature’ and intentionally transforming
To encourage candour and to dig into how they think and feel about org design and digital talent acquisition topics (potentially sensitive), including service experiences in the ecosystem (broader than DTC - to include “competitors”) I was overly cautious around privacy and consent. All conversations are de-identified, and context won’t be attributed to individuals who participated in our research without their express consent
generally, when conducting internal research at BCPS I’m finding it takes careful research design to break through ‘networking mode’ and get folks to disclose full truths about the current state, esp. if there are pain points. But, this is where the service opportunities are!
What & Why
Our knowns/unknowns discovery activity plus 1:1 conversations with Product Owners and Design Researchers in the branch uncovered lots of interesting questions and hypotheses.
The primary purpose of this research was to identify people’s motivations and needs when coming to our DTC services today, and then to understand where they’re headed in an org design and digital talent acquisition context. Knowing what’s important to them, what they’re trying to accomplish, and understanding the current state - what’s working (and why), and where the biggest pain points are, can tell us a lot about service opportunities for our branch moving forward!
Teaser themes - with formal analysis happening now
I don’t see overt risk in a connected service, but lots of detail to tease out in the conversations about how to move forward
Folks are articulating what a high stakes time this is, and that folks in digital roles achieving outcomes is a primary strategy for gaining/sustaining transformation buy-in and investment from Sr. Leaders - strong hires/vendors that are a good ‘fit’ for the work that needs to get done are critical in this moment in time
have collected some helpful stories around current state pain points for us to explore together
Folks are trending toward hiring-forward org strategies (“bring the brains back” TLee), but still greatly value vendors - hearing very intentional strategies and rationale to explore together re: when & why people hire vs. procure
bang for buck: vendors 2x the cost, with rates rising
combined with high volume of quality job applications, at present
with business continuity/knowledge management top of mind - long term thinking, org health, sustainability
and a strategic preference toward hiring junior and growing folks, vs. exclusively brining folks in as 27s/30s
learned of 3 different development programs underway across CITZ, MoTI - TELP, NRIDS
Strong theme around moving away from rigid/standalone teams toward blended orgs: “service thinking” e.g. digital folk collaborating with policy and program area roles to deliver that policy
Good insights around what’s driving behaviour - fiscal year x time to hire is a big one, lots of factors beyond their control can create urgency to acquire talent, from new/changing gov priorities to leadership changes to supporting new legislation to seasonal factors (e.g. parks, emergency response, wildfire)
Lots of detail shared around hiring and procuring nuances that I’ll need your help making sense of next week onwards
“and more”