1. Getting Started: Applying Design Thinking to the Employee Experience
Power Tools for Nonprofits Conference - November 2018

2. Introductions
PAULA DESCANT MOORE
Deloitte Consulting

3. DESIGN THINKING OVERVIEW
Agenda
SESSION INTRODUCTION
5 minutes
DESIGN THINKING OVERVIEW
5 minutes
PERSONA/
EXPERIENCE MAP
30 minutes
DEBRIEF & WRAP UP
15 minutes

4. Today, we will focus on three topics
Objectives
Introduce design thinking as a problem solving approach 1. 2. 3.
Discuss how to turn design thinking insights into tangible onboarding approach
Put design thinking into action by developing a persona based on your employees
Today, we will focus on three topics

5. Session Introduction

6. Identify a few key touchpoints that were missed
5 minutes
Activity 1 1 2
Identify a few key touchpoints that were missed
Review the journey map

7. Bridget’s Journey at a Non-Profit as a Marketing Specialist
Quote
I’m passionate about the mission of this organization. I have 5 years of marketing and social media experience at a non-profit that I worked at before joining this organization.
Day 120- A new team member joins the team and shares some new marketing approaches. Bridget talks to her Director to see if they can attend a non-profit marketing conference. Unfortunately, there is no budget
Day 365- The annual fundraising campaign planning begins. Bridget works closely with teams across the organization to ensure marketing and social media is covered. She’s really focused on building more cross-team collaboration
Day 30- Bridget’s first few social media campaigns were a huge hit that exceeded all the set goals! Bridget’s teammate is excited for her, but no one else mentions anything
Day 90- Bridget’s teammate decides to take on a new role at another organization. Bridget’s workload suddenly doubles and she feels overwhelmed. Unfortunately, no one on the team has bandwidth to help
Day 0-
Bridget receives an exciting call from the recruiter to tell her she landed the role
Day 1– Bridget meets the team and is assigned a few projects right away

8. Key Theme Across Non-Profits
Create a culture that supports opportunities to build, share, and understand other areas within the organization and encourages guidance from leaders and mentors, in order to grow together.
Take part in purposeful experiences, with a focus on quickly finding and applying knowledge and skills.
Deliver business needs while utilizing a flexible work environment to keep employees engaged.
Build a culture of recognition and reward through excellent employee behavior by providing both monetary and non-monetary awards reinforcing that behavior.
Scale
Market Changes
Development Culture
Flexibility
Connectivity
Recognition
Communication
Professional Development
Collaboration, shared understanding
Empowered beyond the workplace
Improved communication and a commitment to consistent, clear messaging to help build a culture of trust.
Leading the Employee Experience

9. Design Thinking Overview

10. Why employee experience
Why employee experience? Because it allows organizations to recognize an employee’s value, and decide how to maximize that value through dynamic, personalized treatment
In business, the customer is king. Companies go out of their way to deliver the best experiences possible.
But what if your organization could deliver an employee experience that felt more like a world-class retail experience?
The employee experience, however, is typically very different.
Employees are often expected to navigate complex systems and processes that can include anything from viewing pay stubs to completing performance management reviews.
Employees with meaningful work promotes…
Autonomy
Empowered teams
Select to fit
A strong trust in leadership creates an organization with…
Mission and purpose
Transparency and honesty
Continuous investment in people

11. How do you design an intentional employee experience
How do you design an intentional employee experience? It begins with design thinking. Design thinking is…
a problem solving philosophy
that focuses on users’ and organizations’ needs
to create offerings
that are intuitive and deliver value

12. It focuses on quickly building and testing ideas with stakeholders
The design thinking process is not linear and is different from other problem solving approaches
Test & Launch
Prototype
Ideate
Empathize & Refine
Ask & Define
It focuses on quickly building and testing ideas with stakeholders
The process starts with the people that you are designing for
It examines the needs, dreams, and behaviors of the people we want to affect with our solutions, first, before choosing what is feasible and viable

13. Defining the employee persona
Personas allow us to apply marketing principles to the employee experience, providing human portraits of employee segments based on real-world data and in-person research
Personal background
Background and motivations
Areas of expertise and competencies
Demographic information
Role-based skill and development needs
Learning preferences
Vignette / Context
Personas are fictional characters based on real world data and research, developed to represent stakeholder groups
Personas are one of the purest forms of design thinking. By engaging segments that are representative of an entire organization’s population, the future design of employee experience will reflect what employees want and need – not what we think they want and need
Personas can provide a voice to employee groups who may not otherwise be participating in the requirements gathering process
GUIDING
PRINCIPLES

14. Mapping the target employee experience
Experience maps allow us to define and validate the optimal employee experience for each persona, bridging the gap between employee needs and “the art of the possible”
Employee’s high-level demographics
Employee’s desired end point
Employee interactions (e.g., onboarding, coaching)
Employee’s starting point
Experience maps provide insight into ideal end-to-end user experience, mapped to relevant employee personas or user profiles
They seek to solve for specific current-state pain points and future-state aspirations (e.g., value delivered)
Experience maps should show a mix of aspirational and realistic employee experiences, based on context
GUIDING
PRINCIPLES

15. Persona Activity

16. 15 minutes
Activity 2 1 2
Review the persona template on your table
Leveraging design thinking principles, complete the persona template

17. Persona Development Activity
New Hire Nelson
Development Manager
Nelson has been hired at your organization as a Development Manager. He is a strong fundraiser and well-respected by his teammates.
Nelson has inquired about opportunities to do more and grow in his role and with the organization.
How does Nelson like to be recognized?
Who does Nelson collaborate with (frequently and less frequently)?
What types of professional development opportunities are valuable and desired?
Does Nelson have any flexible work environment preferences or requests?
How does Nelson prefer to receive communications?

18. Nelson’s Experience

19. 1 2 Activity 2 Review the experience template
15 minutes
Activity 2 1 2
Review the experience template
Leveraging design thinking principles and your persona template
Develop an experience map using one of the five themes:
Communication
Recognition
Collaboration
Professional development
Empowerment

20. Experience Map Development Activity
“I hope this non-profit I am joining, allows me to do more and grow in my role and with the organization.”

21. Experience Maps

22. Let’s discuss.
How can we take the personas we developed today and turn them into actionable results?
What will you need to do to achieve this desired future state?
Which stakeholders within your organization will need to be engaged in this journey?
What are the questions/concerns that need to be addressed to move forward?

23. Thank you & Questions

24. Handouts

25. Bridget’s Journey at a Non-Profit as a Marketing Specialist
Print 1 copy per attendee
Bridget’s Journey at a Non-Profit as a Marketing Specialist
Quote
I’m passionate about the mission of this organization. I have 5 years of marketing and social media experience at a non-profit that I worked at before joining this organization.
Day 120- A new team member joins the team and shares some new marketing approaches. Bridget talks to her Director to see if they can attend a non-profit marketing conference. Unfortunately, there is no budget
Day 365- The annual fundraising campaign planning begins. Bridget works closely with teams across the organization to ensure marketing and social media is covered. She’s really focused on building more cross-team collaboration
Day 30- Bridget’s first few social media campaigns were a huge hit that exceeded all the set goals! Bridget’s teammate is excited for her, but no one else mentions anything
Day 90- Bridget’s teammate decides to take on a new role at another organization. Bridget’s workload suddenly doubles and she feels overwhelmed. Unfortunately, no one on the team has bandwidth to help
Day 0-
Bridget receives an exciting call from the recruiter to tell her she landed the role
Day 1– Bridget meets the team and is assigned a few projects right away

26. Persona Development Activity
Print 1 copy per attendee
Persona Development Activity
New Hire Nelson
Development Manager
Nelson has been hired at your organization as a Development Manager. He is a strong fundraiser and well-respected by his teammates.
Nelson has inquired about opportunities to do more and grow in his role and with the organization.
How does Nelson like to be recognized?
Who does Nelson collaborate with (frequently and less frequently)?
What types of professional development opportunities are valuable and desired?
Does Nelson have any flexible work environment preferences or requests?
How does Nelson prefer to receive communications?

27. Experience Map Development Activity
Print 1 copy per attendee
Experience Map Development Activity
“I hope this non-profit I am joining, allows me to do more and grow in my role and with the organization.”