Implementing a Model for Exceptional Colleague Experience:
Remote team staffing across a globally dispersed org
Right time, right place, right person
Summary
I was brought in as a service design lead & expert to join a small taskforce of McKinsey & Company operations leaders in identifying and improving our highest impact organizational impediments. The team determined through research that the most significant operational problem to solve was the process for staffing and redeployment across our 5000+ person global workforce.
We defined this initiative as the need for “consistent and transparent processes and data for deploying capacity to top org priorities & initiatives” to achieve “seamless, simple, caring and transparent decision-making so that our operating structures work better and individuals feel great about their work.”
SERVICE RESEARCH STRATEGY
INITIATIVE
Scope & role:
Service Design expert partnered with Director of Ops, COO & Talent Leader
The team worked together for two quarters, first researching and designing the new model, then executing an experiment to pilot, test, and iterate.
The model was ultimately put into practice during the 3rd quarter, with effectiveness assessed over the following year. Ultimately adapted and used in other orgs.
Key achievements:
Feedback from two Groups that piloted the staffing model was that they were able to come to agreements for staffing teams within days to weeks, not months
Sentiment from individual staffed suggested that people felt their respective professional development interests and skills were considered and better aligned within new team assignments
Clarity of process and addition of support from Operations Manager & Workforce Planning specialist relieved leaders of duties, expedited the process, and led to higher quality outcomes - for leaders, teams, staffed individuals and the work achieved by these teams.