Understanding the Role of Visualization in the Design Thinking Process for a HR project on Internal   job postings : 

 Challenge : 

 The Internal Job posting ( IJP ) process was a very problematic space in my organization . The job   postings were taking a lot of time to apply . There were manager permissions required even after   eligibility . The number of stakeholders we had for the entire process were too many and there were   so many diverse opinions . We used visual thinking to get an understanding of the how we can   approach this problem and solve it in a way that will be a win win for all the stakeholders involved .   WE needed to identify pain points and opportunities for improving the situation . 

 Application : 

 We first started by creating boxes on a white board . To draw the boxes , we gathered inputs for the   talent acquisition and the management teams to understand the existing process and how they were operating currently . We referred to the standard operating procedures , the documentation and why   there was a delay in getting the IJP on the portals . We also spoke to the stakeholders and the   employees who were affected by the process to see if we could identify opportunities that were not   captured in the documentation we had referred to , the interview processes were informal in nature . 

 We used sticky notes and whiteboards to get the team to write down their ideas and what they   thought would work and what we could make better , some of the questions we had from our   research and interviews were : 

 1 ) What are the things that you think should be changed from the current process to make the   process more friendly ? 

 2 ) What are the things that the managers felt were challenging when an employee moved to a   different team through an IJP process ? 

 3 ) What changes would they feel need to be made to make the space more friendly so that we   could retain employees and not have them leave ? 

 We then brainstormed and came up with the some of the issues and focused on the above main   things . Employees were frustrated because they felt they did not have the freedom to apply fpr roles   they liked and it all depended on the managers approval . Managers on the other hand felt that there   were no standard timelines established by the managers of the transferring team . They also felt that   once an employee was selected , they were not interested in doing their jobs to the best of their   abilities . 

 We created visuals that broke down the problems and came up with solutions that we thought would   help . 

 1 ) The employee can apply for jobs as and when they complete 2 years in the organization as a part of the standard lock in procedures . 

 2 ) Employees who were interested in moving teams could inform their managers of the same   and explicitly state that they want to move without fearing backlash . 

 3 ) As the employee starts the transition to move , the manager identifies team members who   can be trained and the employee moving creates or updates SOP ’s to ensure that there is no loss of knowledge . 

 4 ) The manager sits with the employees and ensures that the transition is completed . 

 5 ) The employee can apply and if selected can move in 3 months to the other project . 

 6 ) If the employee is selected an external or internal job posting is made and the talent   acquisition team ensures that the back fill is hired immediately . 

 7 ) There was no need for manager approval to be provided while applying for jobs . 

 Learnings that I got : 

 Ensuring that the process was changed without a lot of disruption and ensuring that all the   stakeholders were satisfied , keeping all the stakeholders as the focus point and ensuring that all the   problems were ensured . This also helped us to improve our learning and development mechanism   so that employees who were interested in learning new things , could do that without any push back   or discouragement . The learning team also got a design thinking project to work on improving their   platform and quality of courses and how certifications could be obtained online without resorting to   offline practices . Identify the pain points and create a story around it so as to convince all that this   was a good solution to go with . 

 Keeping an open mind that this might create some issues just in case and hence keeping the   options open and thinking in advance of the solutions to the anticipated issues that might arise . 

 What I also learnt was sometimes its important to look at the bottom of the career ladder and not just the top and design solutions satisfying only the top management but also understanding that the   agents are building blocks and important too . Also not to have tunnel vison and look at the bigger   picture . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Understanding the Role of Visualization in the Design Thinking Process for a HR project on Internal   job postings : 

 Challenge : 

 The Internal Job posting ( IJP ) process was a very problematic space in my organization . The job   postings were taking a lot of time to apply . There were manager permissions required even after   eligibility . The number of stakeholders we had for the entire process were too many and there were   so many diverse opinions . We used visual thinking to get an understanding of the how we can   approach this problem and solve it in a way that will be a win win for all the stakeholders involved .   WE needed to identify pain points and opportunities for improving the situation . 

 Application : 

 We first started by creating boxes on a white board . To draw the boxes , we gathered inputs for the   talent acquisition and the management teams to understand the existing process and how they were operating currently . We referred to the standard operating procedures , the documentation and why   there was a delay in getting the IJP on the portals . We also spoke to the stakeholders and the   employees who were affected by the process to see if we could identify opportunities that were not   captured in the documentation we had referred to , the interview processes were informal in nature . 

 We used sticky notes and whiteboards to get the team to write down their ideas and what they   thought would work and what we could make better , some of the questions we had from our   research and interviews were : 

 1 ) What are the things that you think should be changed from the current process to make the   process more friendly ? 

 2 ) What are the things that the managers felt were challenging when an employee moved to a   different team through an IJP process ? 

 3 ) What changes would they feel need to be made to make the space more friendly so that we   could retain employees and not have them leave ? 

 We then brainstormed and came up with the some of the issues and focused on the above main   things . Employees were frustrated because they felt they did not have the freedom to apply fpr roles   they liked and it all depended on the managers approval . Managers on the other hand felt that there   were no standard timelines established by the managers of the transferring team . They also felt that   once an employee was selected , they were not interested in doing their jobs to the best of their   abilities . 

 We created visuals that broke down the problems and came up with solutions that we thought would   help . 

 1 ) The employee can apply for jobs as and when they complete 2 years in the organization as a part of the standard lock in procedures . 

 2 ) Employees who were interested in moving teams could inform their managers of the same   and explicitly state that they want to move without fearing backlash . 

 3 ) As the employee starts the transition to move , the manager identifies team members who   can be trained and the employee moving creates or updates SOP ’s to ensure that there is no loss of knowledge . 

 4 ) The manager sits with the employees and ensures that the transition is completed . 

 5 ) The employee can apply and if selected can move in 3 months to the other project . 

 6 ) If the employee is selected an external or internal job posting is made and the talent   acquisition team ensures that the back fill is hired immediately . 

 7 ) There was no need for manager approval to be provided while applying for jobs . 

 Learnings that I got : 

 Ensuring that the process was changed without a lot of disruption and ensuring that all the   stakeholders were satisfied , keeping all the stakeholders as the focus point and ensuring that all the   problems were ensured . This also helped us to improve our learning and development mechanism   so that employees who were interested in learning new things , could do that without any push back   or discouragement . The learning team also got a design thinking project to work on improving their   platform and quality of courses and how certifications could be obtained online without resorting to   offline practices . Identify the pain points and create a story around it so as to convince all that this   was a good solution to go with . 

 Keeping an open mind that this might create some issues just in case and hence keeping the   options open and thinking in advance of the solutions to the anticipated issues that might arise . 

 What I also learnt was sometimes its important to look at the bottom of the career ladder and not just the top and design solutions satisfying only the top management but also understanding that the   agents are building blocks and important too . Also not to have tunnel vison and look at the bigger   picture .
### Output: 