Employee experience is the lifeblood of an organization’s culture. People need efficient and personal ways to figure out if glasses are covered under their plan, navigate maternity leave, or level up as leaders - which can be challenging to do consistently at scale. When a company’s growth is fast and constant, how can they keep evolving their model while keeping a healthy culture alive?
Over a 6 month period, Made Manifest embedded with the HR team tasked with defining the evolution of the employee experience at the organization. Working alongside the team, we built capacity for new ways of working in order to map the current state, and prototype and pilot the proposed model.
Employee experience is the lifeblood of an organization’s culture. People need efficient and personal ways to figure out if glasses are covered under their plan, navigate maternity leave, or level up as leaders - which can be challenging to do consistently at scale. When a company’s growth is fast and constant, how can they keep evolving their model while keeping a healthy culture alive?
Over a 6 month period, Made Manifest embedded with the HR team tasked with defining the evolution of the employee experience at the organization. Working alongside the team, we built capacity for new ways of working in order to map the current state, and prototype and pilot the proposed model.
The HR team of a well established and rapidly growing technology company needed to overhaul their employee experience in order to better serve employees. As the company had scaled, many processes were not scaling accordingly and in some cases were ad-hoc, resulting in an inconsistent employee experience.
In addition, the team wanted to skill up in service design and human centered design, in order to bring a more employee centered approach to the work.
Made Manifest spend six months working side by side with an 8 person core team tasked with evolving the company’s employee experience. The ambitious scope included delivery of 8 four day in person service design sprints, focused on mapping and redesigning existing processes.
The capacity building element of the work included focused coaching on service design methodology with two of the team members looking to grow those skills.
In addition, the team worked closely to pilot the ‘riskiest assumptions’ of the proposed model, and to learn from real world experiments which tried out proposed changes to roles and ways of working. This sowed a seed for a culture of piloting and testing within the organisation’s HR team.
The outcomes of the work were wide ranging in nature, and included a redesigned operating model for delivering key employee experiences, and a pilot of key role changes.
On top of these organizational changes, the project enabled the formation of an employee experience focused team who leverage service design methodologies within the HR department.
Perhaps the most transformative elements of the change were for individual team members who developed new skills and confidence in applying design based approaches. One team member is now mentoring another person within the company in service design.
