Design Research · DTC Connected Service (Hiring + Procurement)

What & Why

The primary purpose of this research was to identify people’s motivations and needs when coming to hiring & procurement services today (DTC and the broader ecosystem), 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!

Our knowns/unknowns discovery activity plus 1:1 conversations with Product Owners and Design Researchers in the branch uncovered many questions and hypotheses:

• when, how, and why do people make the decisions they do when it comes to hiring and procurement, and what conditions and incentives might be influencing those decisions?

• what is the current level of knowledge and confidence re: agility, product development lifecycles, agile team formation, and digital professions? (unmet needs and service opportunities)

• what is the budget context of our clients seeking hiring and procurement supports as we explore cost-recovery models?

• how much demand for talent acquisition is there in the system? (in context of our capacity)

Teaser themes - with formal analysis happening now

• I don’t see overt risk in a connected service, but I also don’t see it as the highest priority or highest value next step

  • lots of detail to tease out in the conversations about how to move forward — per the full-stack service design model (Sarah Drummond) and 15 good service principles (School of Good Services), how we structure ourselves can significantly influence the service experience, but this should be mostly invisible to our partners/clients anyway (we’ve confirmed they struggle to remember all the product and service names - within DTC and the broader OCIO ecosystem)

  • 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”