The challenge
Our client was running a large programme of work, that wanted to tackle the 'big rocks' that were getting in the way of living and breathing a newly developing culture.
We took several of their processes through our virtual hub to challenge how they worked and recommend opportunities for improvement and redesign.
What did we do?
- We bought together approximately 50 users of each process together with the client's own Lean experts to identify opportunities for improvement, both from a process and from a cultural perspective.
- First we created a set of design principles that all new process design and improvements should adhere to.
- Then the teams worked together to identify areas of waste and opportunities for improvement, mapping their thoughts onto the overall process maps.
- We then tested these suggestions against different persona groups to ensure that we had captured all viewpoints, validating the opportunities as we went.
What was the impact?
- The main theme across the Hiring end to end process was to reduce duplication, and in total 12 key simplification opportunities were identified.
- The main theme of the P2P work was to identify how to speed up the process and reduce long cumbersome delays. This work resulted in 15 solid improvement ideas.
12
Hiring simplification opportunities identified
15
P2P improvement ideas identified
