By co-designing directly with the people imc was designing for, the team at imc could address a lot of the needs and challenges the department was experiencing more directly.

When taking the time to communicate with them, the team could quickly unlock insights that lead to success. They asked people to develop several personas of what “great” looked for them. Then these insights were used to define the common factors and principles of success through their eyes.

So imc discovered that they could align department employees more effectively by providing an experience that enabled them to explore the culture openly. The key to success was to empower their ability to guide themselves to find information and support when needed.

From the workshop insights, the team applied a co-designed content strategy to deliver a meaningful experience for employees.

To design such a large scale orientation solution, there was a large process of consolidating, defining and uniting many factors of content and experience. We had to consider that with every new starter who joins the Green Climate Fund, there is a different story to tell.

Therefore, we had to understand their perspectives and identify the universal needs shared by many of these new starters, such as setting up a new life far away from home. Additionally, across GCF, there are over 80 languages combined with an incredibly complex subject matter concerning climate and financial science that needs to have its learning performance analysed correctly.

Three workshops, one for discovery, the second for analysis and the third for conceptualisation and service mapping, were conducted. They focused on aligning the team to the vision and potential to design more than an eLearning module and still stay within scope.

By considering the managers, their challenges, but also the opportunity to make a more significant impact across the organisation, the design process put the managers' needs and the organisation's requirements at the heart of the solution.

The bringing together of people, processes and technology created a unique circumstance where over twenty thousand geographically dispersed people needed to collaborate in service of the taxpaying people of NSW.

Nationally, labour market data says that social assistance industries and organisations like the NSW Department of Communities and Justice are expected to grow by 14.2% before 2025.

With more employees, the Department recognised that a performance culture that aligned their people would be business-critical.

Launched from the DCJ LMS and intended to respond to any screen available to geographically diverse learners, this solution used three fundamental approaches:

• Acknowledge the preconceived idea that performance conversations are difficult, uncomfortable, and unnecessary.
• Include a hero who finds the confidence to have performance conversations and unintentional villains who detract from the hero’s journey.
• Simplify the call to action.

To summarise the eLearning and focus on the ‘why’, a short animation was developed to act as a lightning rod to attract managers and employees' trust, attention, and motivation.

Understanding that talking about performance can be complex; the 3-minute animation demonstrates that performance conversations are an opportunity for managers and employees to work together and discuss opportunities. The target audience for the animation is wider and designed to create interest in the broader program.

CCYP strived to make the new starter and employee experience enjoyable, nevertheless, the reality was that new starters were handed 60 pdf documents when joining and sent on their way, leaving everything to chance. Our intervention was focused on disrupting this in a big way.

For CCYP, 'experience' was defined as “an event or occurrence which leaves an impression on someone” or a “feeling and emotion”. Employee experience, much like customer experience, is the deliberate and intentional design of systems and processes that create better human outcomes.

In the context of CCYP, Employee experience is the way new starters feel and the impression that’s made on them when they join the organisation.

This project was developed with a Human-Centred Design approach.

Human-Centred Design is a way of working and being that exists beyond a project or methodology. The world around us is changing rapidly, and the human-centric approach prepares us to deal with uncertainty and ambiguity.

Using Human-Centred Design methods helps us to understand human values and latent needs, so we are able to create people experiences that are meaningful and resilient.

Through this approach, we were able to shape a workplace experience where people want to be, one that responds understands, and values the perspectives and needs of those we aim to empower.

The major challenge facing the implementation of new training content was the scale of which COVID-19 was evolving throughout Victoria in 2020. This then lead to the up-scaling of the Department’s COVID-19 response group, who also had to pivot away from face-to-face training to consuming their mandatory compliance training and other important information via a largely online environment.

The Department’s solution was to work with their existing LMS vendor imc to develop an additional system (referred to as the “COVID19LMS.”)

The LMS was set up and ready to use in several days to assist with the rapid response to COVID-19. It was set up to accommodate a rapidly expanding workforce who were in need of individualised training through a role-based learning pathway.

The major challenge of the project was to build a new system that was primarily aimed at a Gen Z audience. Therefore, the platform had to be fully mobile-optimised, with intuitive UI, a custom interface, and be accessible to all participants.

To effectively connect with the intended audience, the development of new content had to include realistic learning scenarios, gamification elements, interactivity and feedback and had to be embedded in research.