DTC Connected Service Exploration · 2024

The Digital Talent Recruitment Team (Sam, Tasha, Vacant Digital Talent Analyst, Tracey (PSA) and PSA Joanna (PSA)) will move to report to Steve Chapman.

Sam will report to Steve and those reporting to Sam will still report to him.

Two teams will now report to Steve, the Digital Talent Recruitment team, led by Sam, and the Digital Marketplace team, led by Hugo. 

Tess Good, reporting to Justine, will temporarily shift from supporting the Digital Academy, over to support Sam, Steve and Hugo and a broader service on Digital Talent Acquisition (hiring and procurement). 

She will functionally report to Steve during this time. It is estimated Tess will support this work until April 2024. 

We have some research that hiring managers and contract managers are often the same people and need a more connected hiring and procurement service. 

We're seeing lots of "HR Debt" and "Procurement Debt" from from clients in balancing short term delivery decisions with long term organization development/capacity decisions 

There is an opportunity to better support our Digital Office partners via the Modernization Advisory Service team (update: now called “Lab Services”) to resource priority work. 

The Digital Talent Product Team will be supporting the PSA Classification modernization work through the Spring (update: extended for 9 months). Therefore, this move will help support the Recruitment team with more capacity. 

We need to develop financial models for many of our services and it’s important that hiring and procurement be integrated so as to not create unintended incentives for one or the other. 

The aim of our capacity building, as aligned to our Digital Plan, is not to move from “outsourcing to insourcing” but to strike a better, and more intentional balance across all the ways we can access and build digital capacity. That is to say we will always need to hire and procure – but we need to do that differently. 

There is work happening with a corporate IMIT talent strategy which will help give focus or our Organizational development work. This is important for direction on where we grow skills and talent. 

Exploring the hypothesis of a connected digital talent acquisition service.

Developing financial models to help our services.

Exploring opportunities to cross-train/cross-support hiring and procurement competitions to help moderate workload spikes and broaden skillsets.

Still connecting and working the Digital Talent Product team on related or connected work (e.g. content design)

Tess will return to the Digital Academy and organizational development work once the agreed scope of work is completed. This timing should also align to receiving more direction on where to focus capacity building through the IMIT talent strategy work. 

A permanent shift will depend on the outcome of testing the hypothesis - if it makes sense it will stick, if not then we'll pivot from there. 

When the Digital Talent Product team finishes involvement with Classification Modernization we'll then have to work as a team to figure out what is next and what is the most high priority/high value thing for us to work on to grow out talent and capacity.