Design Research · DTC Connected Service (Hiring + Procurement)

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 — inclusive of hiring and procuring. 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 (and the impact those pain points have), 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

  • I want to ensure we create space for understanding more experiences: candidates and contractors brought in to do the digital work, and the bigger picture vendor perspective

• 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

    • many more are looking into development strategies, but less formal

• 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”