The employee portfolio journey is a starting point for all projects. The next step is a deep dive into an identified pain-point. A deep-dive journey is the start of solution thinking.
Since a year, I am working as an Employee Experience Service Designer. A journey that comes with many (unexpected) opportunities and challenges. Employee experience is very different and very similar to Customer Experience. The user is the center of attention. Design starts with user research, rather than a product or service at the starting point.
Design Thinking | Design Sprint | Employee Journey | Personas | Co-creation | Stakeholder management | Project planning | Context mapping | Lean Startup | Agile
The whole journey is taken into account when designing. Although an employee journey is often more intangible than a customer, every experience could be translated into a journey. For the employee experience the employee journey is visualised, split up into different phases of work, e.g. introduction, work, and leave. But also sub-phases such as big phases that need more in-depth research such as Client Work and Knowledge sharing. But also smaller and more comprehensive phases such as ‘reporting problems’.
The employee journey is a starting point for all projects. Problems identified in the journey (or the supporting persona’s) require a project to improve. The next step is to create deep-dive journeys. A deep-dive journey is the start of solution thinking.
New challenges as an EX service designer are tasks and activities that are often outsourced or the responsibility of another role when working as a consultant; stakeholder management, project scoping (knowledge sharing – it can be considered everything, so how to keep speed), participant recruitment, etc.
New opportunities compared to client phasing projects, is the freedom to experiment. To experiment what kind of research works for you, works for the organisation, works for your team, etc. And how to optimise the activities. Every step as an EX Service Designer could be considered an experiment, to learn for the project but also how to execute a project.
My biggest influence is creating the ‘new’ structure for the Service Design process – the Design Thinking part of the process of the team. Besides considering what tasks and activities are needed, my other challenge was the overlap and transfer of the knowledge and information to the rest of the team.
It is a combination of Service Design activities, Design Thinking, Design Sprint, Agile, and Lean Startup. The Design Sprint implementation together with the overlap from Service Design Thinking, became mine to structure. It became the standard way of work, to start the second diamond with a design sprint. Depending on the result of the design sprint, more iterations are done before translating it into an MVP (Minimal Viable Product). I would sometimes use the MLP (Minimal Lovable Product) version, when the focus was only on desirability during the exploration and ideation phases. Viability and Feasibility would often be part of someone else their role, to keep a clear distinction between the three Design Thinking lenses.
Impression of projects and activities
Facilitating Design Sprints, inspired by the Google Design Sprint
project – Knowledge sharing
Improve time to market from proposals
A research project into the current state of knowledge sharing within the company.