The User Experience team within EY's global End User Technology Experience organization, brought new staff onboard from different countries and regions. A unique opportunity was available to assess the new hire onboarding experience from the perspective of five independent experts that had just joined the firm - looking at all new staff touchpoints. The findings would be shared with EY's global HR/Talent organization to inform future experience enhancement strategy.
Findings were used by the Talent organization to kick-off several large enhancement projects.
Grounded with initial research, I began a strategic investigation on evolving the holistic employee experience in a transformational way that would transend general HR/Talent touchpoints and expand into daily ways of working. My strategy was socialized with EY's Global Enterprise Solution Architects for feasibility analysis. Immediate value of the experience vision was recognized after technical review.
To achieve success, a mixed-method design research approach was followed, capturing qualitative data that was quantified. Workflow included investigate, document, analyze, verify, and evolve.
Staff Identified. Journeys documented. Data analyzed, Findings shared.
A project kickoff meeting occured and the collective team discussed the request, approach, and method.
After a research plan was formed, each team member began their review. Any system, platform, process, or information touchpoint was to be identified and documented. No additional requirement was placed upon a reviewer other than ground their assessment in professionally accepted heuristic design principles.
A general journey map framework was utilized by each reviewer to meticulously assess and document each step of their personal new hire experience. Positive and negative aspects of the individual journey were listed below key event milestones that each participant identified. Supporting artifacts were included as available, and sensitive personal information was obscured, E.g. personal compensation.
Reviewer journey maps were analyzed. 25 key events were identified.
Note: It is acknowledged the data are not statistically relevant due to the small sample size, and follow-up research was required.
Data were moved to Excel for summation and visualization.
Affinity exercise performed based on 25 Key Events informed 6 general themes.
Based on the data analysis and review findgings affinty work, a presentation outline was created to present the design research findings and recommendations.
Members from the team met and collaboratively aligned on a presentation outline.
A formal presentation with all findings and recommendations was created and shared. Specific artifacts and additional content was aggregated and included in the presntation appendix.
Based on the inquiry findings and recommendations, various projects were initiated to enhance the overall employee talent experience - beginning with onboarding and moving towards a overhaul of the talent service delivery ecosystem.
Looking longer term through a strategic lens, I began vision design exploration for a transformational employee experience that transcended HR/Talent - expanding into platforms, hardware, and physical office spaces as a converged experience. The effort embodied collective pain points confirmed through peripherial research efforts.
Experience vision design sketch shared with global Enterprise Technology Solution Architects.
