A SCADpro X Deloitte Digital Collaboration Fall 2019
Overview Job hunting and recruiting is an overwhelming process for both job seekers and recruiters. For companies and recruiters, it is often very time consuming and costly. The average cost to hire is roughly $4,000 and upwards for specialized positions in the technological and creative fields. To make matters more complicated, the recruitment process has significantly changed in the past 20 years with the emergence of new technologies. Customer Relationship and Talent Acquisition Management software, such as Salesforce and Taleo, help recruiters alleviate and filter the overwhelming amount of applications received, but this automation creates an impersonal and disjointed experience lacking a human touch.
In September 2019, SCADpro and Deloitte Digital collaborated to research and develop the ultimate recruitment experience for their diverse client base, including Government and Public Sector (GPS) clients. The SCADpro team soon realized that the recruiting process is like a dance between applicants and recruiters, regardless of whether it was private or public sector hiring.
15 Students
11 Majors
5 Countries
5
Meet the Team
Alex Falk Interactive Design & Game Development
Natalia McElrath Advertising & Branding
Harrison Diehl Immersive Reality
Kendall Shepard Writing
Gift Kerdlapee Immersive Reality
Brieana Nestler Service Design
Alex Wang Sound Design
Amir Ahmadi Interactive Design & Game Development
Alexys Scott Design Management
Chad Tetzlaff Advertising & Branding
Will Cao Interactive Design & Game Development
Jayson Hahn Motion Media Design
Wenting Zhu Service Design
Tom Yao User Experience Design
Marc Schlecht Graphic Design
SuAnne Fu Chair, Interactive Design & Game Development
Kelly Carlton Chair, Motion Media
Caleb Kitchings Collaboration Manager
TABLE OF CONTENTS Framework
10-21
Future Experience
22-47
48-81
Appendix
80-115
• Project Brief
• User Journey
• Research
• Raw Data
• Research
• Talent
• Initial Concepts
• Tech Research
• Pain Points
• Deloitte 360°
• Midterm Review
• Branding
• Recruitment Funnel
• Social Space
• Scalability
• Recruiters
8
The Journey
9
Framework
Framework
B
ased on the research gathered, a f ramework was created for the solutions that target various stages of the recruitment process.
Solutions needed to hit the four touchpoints--time, transparency, human touch, emotional connection--to be most effective.
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CHAPTER 1 • FRAMEWORK
Framework
11
Framework
PROJECT BRIEF
To research and develop concepts for the ultimate recruitment experience.
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CHAPTER 1 • FRAMEWORK
Introduction As a design team, how can recruiters and applicants be connected during crucial moments of the hiring process? How can applicants be kept engaged throughout a long time to hire process without overwhelming recruiters? Through the weeks of research, ideation, and prototyping, the team developed and designed an experience that would attract people to Deloitte Digital and the rest of their clients. It was discovered through Word Associations that most people perceive Deloitte as intrinsically linked to the government. With this information, Deloitte Digital was asked if they would serve as a case study. From there, solutions were targeted to attract creative entrylevel professionals. These solutions can be either adopted within Deloitte Digital’s hiring process or adapted to the Government and Public Sector.
Framework
13
Framework
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CHAPTER 1 • FRAMEWORK
Barriers
TIME
HUMAN TOUCH
TRANSPARENCY
EMOTIONAL CONNECTION
T
15
Framework
he research process revealed four common barriers that make the recruitment process difficult for applicants and recruiters. Time, transparency, human touch, and emotional connection affect the way applicants apply, interview, and secure jobs. These barriers also affect how recruiters discover, evaluate, and secure optimal candidates. These barriers are common for both sides of the recruitment process. Most of these barriers can be addressed through modern technology that is readily available at people's fingertips.
Framework Barriers
TIME People live in a time of instant access and gratif ication, but the process to be hired is one that involves much complexity. No hiring processes look exactly the same. In addition, the time it takes to hire in the Government and Public Sector is a constraint that cannot be avoided, with sensitive information and clearances essential to maintain our nation’s security.
“But the government, good God, it takes them forever.” CEO of Staffing Firm
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CHAPTER 1 • FRAMEWORK
Barriers
TRANSPARENCY Job seekers become f rustrated by the process of searching for jobs through the various entry points, either physical recruitment fairs or digital sources like job board sites. Many job seekers f ind their f irst contact with recruiters after an application is submitted. Once the application is submitted, applicants feel lost in what is happening in the process, unaware of what’s happening unless contacted directly by a recruiter. There is no transparency.
“There is no transparency. There is a brick wall. You don’t see anything... don’t know what’s going on. Waiting is the only thing you can do.” SCAD MFA Student
Framework
17
Framework Barriers
HUMAN TOUCH Recruiters and hiring managers are tasked with f inding that one amazing candidate in the pool of many applications. Human touch is necessary when vetting out applicants. Branding plays a huge role in making applicants aware of companies. If an applicant is not aware of a company, then that top talent may not even make it to applying.
“It can be virtual, doesn’t have to be in person, but ya’ know, it needs to have a human touch.” Head Hiring Manager
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Barriers
Barriers
EMOTIONAL CONNECTION Applicants want to feel an emotional connection to their place of employment. Ultimately, recruiters are a reflection of the people they will be spending 40+ hours a week interacting with. Applicants want an idea of where they’re working, who they’re working with, and what they’re working for. These are the top concerns for applicants that need to be known before even applying. For both parties, it is about quality and not quantity.
“I’m a people person. So I just want to have at least some human interaction, not just sit in a cubicle all day” SCAD BFA Student
Framework
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Framework Recruitment Funnel
The Recruitment Funnel
T
hroughout the interviews and check-ins with Deloitte Digital, Google came up as a model company when it comes to hiring people. The recruitment funnel that Google uses was adopted for the ideation framework. Google has specific programs to recruit applicants who are just embarking on their careers, so many of the solutions are geared towards recent grads. Experienced professionals tend to take for granted the fact that they have a better understanding of the current system, the way it works, and often become complacent.
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Recruitment Funnel*
Recruiter
Candidates Discover
Discover who is out there Recieve applications
Discover what is out there through research
Define
Define who they are to show their capabilities
Define who is the right fit
Dazzle candidates & keep them engaged
Decide to hire & send offer letter
Submit application
Dazzle
Decide
Need to be dazzled by previews of what work culture and other company value factors are shown
Decide to acceptor or deny offers based on their overall expierence
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Framework
*Revised Google Funnel
Future Experience
Future Experience
B
ased on the research conducted and the needs of each level of the recruitment funnel, solutions were developed to target various
stages of the recruitment process. Solutions were created in order to hit every point along the funnel.
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CHAPTER 2 • FUTURE EXPERIENCE
FUTURE EXPERIENCE
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Future Experience
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CHAPTER 2 • FUTURE EXPERIENCE
USER JOURNEY
The Service Blueprint Pain points that affect the recruitment process the most occur in the awareness, interest, consideration, and application stages. These stages became the main focal points for the proposed solution as the design goals aimed to address barriers occurring during these points.
FUTURE EXPERIENCE FINAL SOLUTION
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Future Experience
BARRIERS ADDRESSED:
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CHAPTER 2 • FUTURE EXPERIENCE
TIME
HUMAN TOUCH
TRANSPARENCY
EMOTIONAL CONNECTION
Talent
CAUSE OF BARRIERS The Current State
A
pplicants want transparency and to feel emotionally connected with the company culture. The time it takes to hire is an unavoidable constraint within the recruitment experience. The clock cannot be sped up, so a human touch is necessary to keep applicants engaged in the process. However, recruiters can only do so much, and the current state of technology is not making things better. Technology can be leveraged to create a bridge for more opportunities for connecting highly desirable applicants to potential job opportunities. Talent by Deloitte Digital is a gamified system that creates a full ultimate recruitment experience crossing across traditional in-person touchpoints to advanced media platforms from mobile applications to VR immersive environments.
FUTURE EXPERIENCE
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Future Experience Talent
Discover all about Deloitte Digital
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Get a sneak peek at our offices.
Prepare to ace that interview.
Learn more about what we do.
Put on that headset and virtually connect with the Deloitte Digital community.
You said yes to the next big step in your career, let the world know.
Welcome to the family, we’re excited to welcome you home.
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FUTURE EXPERIENCE
We work hard. We work together. And we have fun doing it.
Future Experience Talent
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1. THE SOLUTION
2. PROTOTYPE
Applicants want transparency and want to feel emotionally connected to the companies they would potentially work for before ever stepping foot inside an office for interviews. Talent by Deloitte Digital is the digital application and backbone of the future ultimate recruitment experience. Applicants will always know where they are in the recruitment journey. Recruiters can ensure their top talent is engaged by utilizing gamification to make each step of the process an unlockable achievement.
Originally ideated as “The Tracker,” this mobile application has evolved based on the feedback received at the midterm. Milestone markers such as progress tracking bars make applicants feel reassured and involved. Talent by Deloitte Digital does this for the full recruitment experience.
CHAPTER 2 • FUTURE EXPERIENCE
Talent
3. FEATURES
4. IMPACT The app consolidates several existing concepts, such as a gamified reward unlocking system and VR immersive spaces centralized in one tracking app. As applicants progress further in their application process, more relevant and department work specific content will be revealed to them as rewards and engagement opportunities.
Gamified Timeline
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FUTURE EXPERIENCE
The gamified timeline progress bar contains unlockable achievements after each significant step of the process. Advanced VR enhancements add engaging opportunities for the creative Gen Z and Millenials. The Timeline provides a fun visualization for the applicant's job recruitment experience. Unlockable content includes 360° videos, full VR interactive experiences, and articles that relate to the current stage in the application.
Future Experience
Checklist:
Creates a personalized progress check as you move along the application process. This differs from the Timeline as it focuses more on the job hunting steps as opposed to the highlighted media experiences.
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Jobs Board:
Prompts you to see job postings based on your interests and allows you to apply directly within the app. Once you select areas of specialization, the system generates visual icons that will be standardized across experiences from the app to immersive VR opportunities.
Allows you to see a feed of the interactive experiences in one place. This collection of highlighted media experiences allows you to engage in those opportunities without having to be interrupted by other moments of the application process.
News:
Serves as a feed for all things Deloitte Digital. Content includes cultural insights, announcements, and articles that relate to the stage you are on in the job application process.
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FUTURE EXPERIENCE
Features:
Future Experience Deloitte 360°
BARRIERS ADDRESSED:
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TIME
HUMAN TOUCH
TRANSPARENCY
EMOTIONAL CONNECTION
Deloitte 360°
CAUSE OF BARRIER The Current State
T
he 360° video addresses transparency barriers on the side of the applicant that comes from a lack of knowledge about a company’s culture and its workplace. An applicant's decision process for finding the right company includes personal values to professional expectations that cannot be expressed in words alone. Many applicants consider lifestyle and location features as part of their job deciding factors. Immersing the applicant with 360° videos of the work environment as well as other attractive components of a company can be included as opportunities to reveal and attract top talent.
FUTURE EXPERIENCE
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Future Experience Deloitte 360°
1. THE SOLUTION
2. PROTOTYPE
Applicants want a better understanding of a company’s culture to expedite their decision making process.* 360° videos were shot in D.C. at the Deloitte Digital campus. The videos allow applicants to view the Deloitte Digital workplace virtually to see different rooms and how workers interact within those rooms. The 360° experiences allow an applicant to become more acquainted with the daily life of Deloitte Digital's workspaces. This solution applies to any company, whose workspace and company culture is part of the attraction.
The 360° videos will be accessible through the Talent by Deloitte Digital app. Applicants can use their mobile phones (coupled with a Google cardboard) to activate 360° experiences making it easily accessible to see a company's workplace environment. The 360° videos are scalable to any hiring process. They are a way to engage with applicants while they wait for the process to move forward.
*Any GPS or company, whose physical spaces are not attractions for recruitment, may want to utilize a different narrative with videos of inspiration from co-workers or company leaders instead of company spaces.
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Deloitte 360
3. FEATURES
4. IMPACT Applicants consider company environment to city location as factors for future employment. Utilizing 360° videos, applicants will be able virtually view their future workspace. Ideally, the 360° videos allow for applicants to get a good view of what they are walking into and how they will fit into the culture. They can take a look around and see what Deloitte Digital or GPS has to offer.
Applicants may view the 360° videos as a vertical phone panorama or use the immersive video option that allows applicants to view the room in a 360° format when inserted into a viewer such as the Google cardboard.
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FUTURE EXPERIENCE
Immersive Video
Future Experience
BARRIERS ADDRESSED:
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TIME
HUMAN TOUCH
TRANSPARENCY
EMOTIONAL CONNECTION
Social Space
CAUSE OF BARRIER The Current State
W
ith the cost of travel and automated systems in recruitment, applicants and recruiters don’t feel like they have an emotional connection to one another. While email and phone exchanges may answer some basic questions, the evaluation of a personality or value fit is often left answered. Most companies hold recruitment events but this only casts a net for the applicants who are on-site or available on-location for a social meet-up. Screenings such as these are extremely important for both recruiters and applicants.
FUTURE EXPERIENCE
39
Future Experience Social Space
1. THE SOLUTION
2. PROTOTYPE
After applicants progress beyond initial screenings with their resumes or first contacts, the selected few will be invited to join a social space to meet and talk with recruiters in real-time through a VR environment. Applicants will be sent a headset to participate and interact with the VR spaces. Similar to real-life recruitment meet-ups, this space allows the applicant to ask questions to recruiters who can answer directly, as well as save time and costs for the recruiter from having to host multiple social events. The VR social space feature is ideal after initial screenings; it may either occur before or replace flying in an applicant on-site.
Upon entering the VR space, the applicant will be greeted by Dotti, the virtual companion and given a tutorial on how to engage with the VR environment followed by a second room where the applicant will choose a robot avatar. Information from using the Talent app will be automatically transferred to this social environment including the visual signifiers of the applicant's skills. Icons of the primary skill of the applicant will be emblazed on the chest and overhead of the robot so that recruiters may easily identify particular talents in the VR social space. Finally, the applicant is sent to the VR social space where multiple VR activities await.
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Social Space
3. FEATURES
4. IMPACT By utilizing a VR social event, highly sought after applicants have a chance to meet with recruiters to ask questions in a more relaxed environment than the typical formal settings of interviews. Hiring managers and recruiters will be able to speak with the talent they are desperately seeking and engage them in more casual conversation to build rapport and screen for personality, culture, and values. The social rooms are filled with games but more importantly, special pods are created as private spaces where specialized talents will find like-minded people, such as team members they would likely work with once hired by the company.
In the VR environment, Dotti gives a warm introduction (well, as warm as a robot can greet you). She also serves as your guide and provides applicants with a tutorial on how to use the controls in this space.
Interactive The applicant will be able to play games and interact with other social events of the day created by the recruiter.
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FUTURE EXPERIENCE
Dotti
Future Experience
MEET DOTTI Dotti is the new Talent by Deloitte Digital virtual companion. She not only appears in the VR space but will be seen throughout the applicant's hiring experience. She embodies the values of Deloitte Digital just as the current website notes: she is smart, intelligent and fun... just like the people who work at the company. (Her design also reflects the Deloitte Digital green dot in the logo- in case you missed that.)
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WELCOME TO DELOITTE DIGITAL In the first space, the lobby, the applicant is welcomed by Dotti. The lobby has a short tutorial to help the applicant learn the basic controls of pointing and clicking for walking or teleporting through the virtual environments.
Upon arrival, the applicant gets to choose a bot avatar for the social space. This bot will also visually bear the applicant's skill specialization for all other participants to see so that faster engagement can occur for recruitment.
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FUTURE EXPERIENCE
PERSONAL QUARTERS
Future Experience Social Space
SOCIAL SPACE As the applicant is escorted by Dotti to the final environment, the observatory (a.k.a. the social space), the applicant is first greeted by an information kiosk.
Info Kiosk The information Kiosk gives applicants more information about the VR activities and layout, special events occurring that day, and limited access spaces for bird-of-afeather meet-and-greets determined by the applicant's specialized talent.
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Meeting Pods
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FUTURE EXPERIENCE
Pods allow a private area for applicants to meet with Deloitte Digital representatives from specific departments. The symbol of the pod will match the bot visual iconography of the applicant's specializations.
Future Experience Recruiters
1. STREAMLINED COMMUNICATION Recruiters can access all applicant information in one centralized place through Talent powered by Deloitte Digital. Whether on the go through the mobile application, or while in the office through a web-based version, recruiters can instantly connect with their top applicants through Talent. Utilizing AI and other existent functionalities, Talent integrates the cloud databases within talent acquisition management and customer relationship management software like Taleo and Salesforce to further personalize communication with a company’s top talent.
Dotti To avoid an influx of messages on the recruiter side, Dotti is used as an AI chat function to answer frequently asked questions. Dotti serves as a point of contact as well as a guide to ensure applicants apply to the correct positions and locations. She also can serve as an intelligent chatbot filtering initial contacts for the recruiter.
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Recruiter Benefits
2. SOCIAL SPACE In Talent’s VR Social Space, recruiters can interact with their top applicants who have made it through the initial screenings; they can continue to engage and learn about these potential employees. Recruiters can access this space with or without a VR headset based on their preference (a moderator communication portal can be accessed through a computer). The Social Space mimics real-life social recruitment events allowing recruiters to engage applicants in more relaxed and dynamic environments.
3. IMPACT Talent alleviates communication pain points for recruiters by streamlining all communication and software into one centralized location. Common questions are fielded through the information provided in the app, as well as through the AI chat function with Dotti. Talent serves as a brand awareness tool, creating an emotional connection early on in the recruitment process, and allows recruiters to focus on what they do best: finding and retaining top talent.
FUTURE EXPERIENCE
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The Journey
Journey
T
o better understand the delineations between Deloitte Digital and its parent company Deloitte, the team engaged in several iterations of
research to gather insights. The results were also further extrapolated to f it a model that may include GPS for recruitment strategies. After revising the Google recruitment funnel, the team created a specialized recruitment funnel as an overarching f ramework to help devise the design solutions.
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The Journey
Primary Research Methodologies
165 GENERAL STUDENT SURVEY
21 INTERVIEWS
T
ETHNOGRAPHIC RESEARCH
123 ASSOCIATIVE MEMORY SURVEY
o gather insight for the recruitment process, the team used the double diamond framework to conduct primary and secondary research, interviews, and various rounds of surveys. The insights gathered through various research methods led to the creation of the service blueprint, framework, and stakeholder map.
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THE JOURNEY
51
The Journey Research
Associative Memory Survey A common methodology to understand attitudes and perspectives is to conduct word associations. The research team asked locals to list words they commonly associate with various words such as “Working at Deloitte Digital," “Government," “Job,” and “Recruitment” to better identify the general public attitude and perspective of working in a government public sector.
Those surveyed consider interviews conducted by AI bots to be negative experiences.
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Deloitte Digital is commonly associated with the government.
Another issue Deloitte Digital faces is the distinction between Deloitte and Deloitte Digital.
Research
Associative Memory Surveys General Public Image of Deloitte Digital
What is Deloitte Digital?
THE JOURNEY
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The Journey Research
Associative Memory Surveys General Public Image of Government
What is Government?
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Research
Interviews 21 interviews were conducted with a variety of people, including recruiters, hiring managers, students currently going through the application process, and recent hires. The interviews were transcribed and the research team read through all the interviews to find the most relevant themes. Keywords and phrases were pulled from the interviews to use during affinization.
“Y
ou have to look at everything through their websites, through ads, or through other
platforms, even networking with someone working inside. It's kind of like a difficult game, having different levels of difficulties to win” –SCAD BFA Student
THE JOURNEY
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The Journey Research
Interview Key Quotes From Student or Current Graduate
Sometimes, it's impossible to have the experience .... because a lot of the things you do are completely unique to the government. –Recent Hire at the Department of Justice
There is no transparency. There is a brick wall. You don’t see anything, don’t know what’s going on. Waiting is the only thing you can do. –Job Applicant
That’s a big thing, you don’t know who you’re talking to in later interviews. You’re already uncomfortable because there’re so many awkward and unpredictable moments. –Job Applicant
Then you have to type your whole resume along with your uploaded resume. I mean, I guess that's how the process is, but it made me stop if I didn't really want the job that much. –Job Applicant
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Research
From Professional
I just have a harder time with an automated system, telling me that's the better candidate. I’m old school. –Hiring Manager Airlines
I'll meet them somewhere halfway to their job so that they're not, you know, taking an hour out of their way just to come see us [for an interview]. –HR at Knoll Inc.
Recruiters kind of have a reputation as snake oil salesmen or used car salesmen. Not all recruiters are like that. –Staffing Firm Recruiter
But the government good god it takes them forever. –Government Recruiter
–VP Market Manager Public Radio
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THE JOURNEY
I get a lot more resumes. I just don't always get the right resumes.
The Journey Research
Technology Research
B
ased on interviews, it was gathered that recruiters already heavily rely on technology in the process, such as CRM software to sift through the application pool. There was a need to figure out a general understanding of how people felt about the technology already being used in recruitment. A survey was created, including questions like:
• How do you feel about the use of technology in the recruitment process? • How would you feel being tested in virtual reality? • How do you feel interviewed/evaluated by AI/bot? The results showed that applicants are open to an immersive recruitment process. Recruiters, on the other hand, are open to using the latest technologies as long as it does not take away from the human connection. They want to use technology to retain the candidate's interest throughout the process.
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Research
Outlook on Technology in Recruitment Process
67.2%
69.7%
72.2%
Positive about VR
Positive Towards Technology
Prefer Digital Job Boards
THE JOURNEY
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The Journey Research
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Research
Research TechTech Process Virtual Reality
Since VR was of high priority in the final solution, the tech team researched ways in which technology can be used in the existing recruitment process. Two solutions were created: one with easy accessibility that all applicants can have access to with their phones; and a second high-end VR immersive experience for the advanced highly sought after applicant. Solution 1: It seemed obvious to use phones as a medium since most people already own a phone and provided easy access to the applicant. Initial designs were aimed for Daydream with the Android/iPhone but this approach was dropped as a viable solution due to the problems caused by Daydream's VR controllers for iPhone. As an alternative, the Google Cardboard or similar VR holders for mobile phones was adopted for the low cost as easy to use features. Solution 2: As the tech team researched technology further, they saw a growing trend that most people will have easy access to VR devices within the next few years. According to Facebook, more than 20 million Oculus Quest headsets were sold in less than 4 months upon release. This means that VR is expanding into everyday consumers' lives. The team wanted to create an immersive reality evaluation experience for high-end VR devices where applicants can download it on their own or the company may choose to ship a headset as part of the recruitment experience for highly sought after applicants.
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The Journey Research
Tech Research When the team got the brief, research was conducted first to see if average users were receptive to the use of technology in the recruitment process and if there were any problems associated with its use. The results showed that applicants were okay with virtual reality if it integrated a human touch and emotional connection. Based on the market research of current VR headsets and games, the most often cited problem was motion sickness. The research was directed to combat these problems. When it came to the development of a Virtual Reality Immersive Experience, roles were doled out based on expertise. Since there are a lot of components in the VR experience like UI design, 3D modelling, rendering, lighting, materials, design, and programming, team members were assigned to different objectives like texture artists and particles artists. Throughout the design process, the team
conducted tests on the visual resolution and quality to see how far they could go with this experience. Various technical limits were tested, like volume lighting, and textures/materials for the immersive environments. One test pushed a scenario of 2 million particles in Unity and found positive results where it worked well with a 100/sec framerate which was beyond the minimal needs of 90/sec framerate to avoid motion sickness. The technical tests informed the design team of the limits to which the design solutions were able to take shape.
"I just have a harder time with an automated system, telling me that's the better candidate. Maybe because I'm the old school guy, I believe that some of the automated systems do help weed out some I DON'T THINK IT'S THE FINAL ANSWER" –Hiring Manager, Large Airline
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Research
THE JOURNEY
63
The Journey Research
Data Analysis
Affinitization
Finding the aff inity of data points is a process used to draw insights f rom all the data collected that can be brought into a f ramework that outlines the process ahead. Through aff inity mapping, the research team started with writing all the information they collected via interviews and surveys on yellow sticky notes. With all the data points written down, information was grouped by relevance to form an aff inity. From the groups of yellow sticky notes gathered, a brief synopsis of the main theme was written on a pink sticky note. The process was continued for another two rounds until there was only a handful of larger themes that could be broken down to develop opportunity spaces for the design solutions. This process identif ied our four barrier themes of time, lack of transparency, human touch, and emotional connection.
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TIME
HUMAN TOUCH
TRANSPARENCY
EMOTIONAL CONNECTION
Research
THE JOURNEY
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The Journey
Midterm Presentation Initial Concepts
At the midpoint presentation, the team presented each idea to the group f rom Deloitte Digital. Creators of the ideas discussed with Deloitte Digital about directions to go in further development, as well as giving demos on the VR and AR models being used. During a discussion with the entire team, members f rom Deloitte Digital expressed further interest in the development of Welcome to Deloitte, as well as combining The Tracker and Gamif ied Evaluation into one application.
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THE JOURNEY
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The Journey Midterm Concepts
A FRESH PERSPECTIVE Branding Showing Company Culture
M
any people, including Deloitte employees, do not know that Deloitte Digital exists. Various stigmas of big Deloitte's traditional image along with its reputation similar to that of GPS prevented creatives from applying for job positions. Our research showed that people have a bad connotation working within the government sector: "it's not creative", "dark and closed off" were common responses. To address these stigmas, we decided to elevate the Deloitte Digital brand by taking the existing branding of Deloitte and redirecting it to reflect a cutting edge, agile, yet personable place any creative would want to work at. Proposed design solutions to revamp the website and update the social media to reflect the mission/ culture/values of Deloitte Digital was the focus of this
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Midterm Concepts
WELCOME TO DELOITTE Immersive First Impression
F
rom our research, applicants look beyond numbers when applying for a job. Most candidates are unaware that Deloitte has a smaller, “cooler” branch: we want our applicants' first impression to be with Deloitte Digital's culture, so we proposed an immersive experience on the company website, mobile, or career fair showcasing videos and stories about Deloitte Digital culture. The rationale behind this solution was that an emotional connection to a company cannot always be conveyed through words and texts as seen on flyers and websites. Utilizing immersive 360° videos can create immediacy and immersion for applicants.
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The Journey Midterm Concepts
IN-LINE
Career Fair Information Application
A
s an applicant, it is frustrating to stand in line at a career fair. The time could be better spent with an AR experience that allows them to navigate basic information about the company before they talk to the recruiters. This saves the recruiter’s time explaining the same company information to every candidate.
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Midterm Concepts
THE MATCHMAKER Interactive Professional Guidance
M
any organizations struggle to create job postings that make applicants feel experienced enough for the job. The Matchmaker flips the script; instead of making applicants read through lists of qualifications, we pose a fun test that measures their skills to see where they would fit into the company. By creating an interactive experience, applicants feel that they have the power to create/discover their dream job rather than settling for a job they "qualify" for. This saves the applicant time and creates a more personalized experience. This proposed solution was later revised to be a visual icon system within the Talent by Deloitte Digital app that would brand an applicant throughout the recruitment journey. The icons would signify an applicant's specialized talent and would easily be identifiable to recruiters as a sorting mechanism for applications. This "matchmaking" would be done more visually instead of through AI and applies to various stages. Highlight applications of this solution include social experiences such as the VR Social Space where the highly sought after applicants would bear these icons on their avatars, allowing recruiters and hiring managers to easily identify the talent they are seeking.
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The Journey Midterm Concepts
THE TRACKER Transparency Throughout
I
n many large government and private-sector jobs, the application process can be lengthy and tiresome for applicants and recruiters. The Tracker solves these pain points by providing a channel that applicants can access to ask questions, see comments from recruiters, apply for new jobs, and check on how their application is going. The Tracker creates transparency during the process and makes applicants feel engaged even if their application may be on standby.
T
he Tracker was later revised to be the overall encompassing experience framed around the Talent by Deloitte Digital app. The app features a prominent tracking timeline that allows applicants to keep track of their application progress. The revised solution also includes additional touchpoint opportunities to promote the company's culture through 360° video experiences, videos, and full immersive social opportunities. The app solution is designed around needed moments of engagement so that applicants don't lose interest through elongated processes.
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Midterm Concepts
AI EVALUATION
Candidate Analytics
T
he process of hiring can be biased if looking at resumes alone. Often a recruiter and an applicant just don't mesh. The AI Evaluation removes the bias by using facial recognition, transcription/language analysis to analyze if a candidate truly knows what they are talking about. AI would be brought into interviews to analyze the applicant to assist the recruiter in the interview process. This creates a more streamlined process for the recruiter.
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The Journey Midterm Concepts
GAMIFIED EVALUATION Continued Engagement
S
ometimes it's not the number of applications that matters, it's the quality of them. In order to find the optimal candidate, we created the Gamified Evaluation that puts applicants' skills hard and soft skills to the test in a fun, casual setting. Candidates are given a series of games that keep them engaged throughout the application process that provide supplemental data to recruiters to see if the applicant is the right fit.
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Stakeholder Map This stakeholder map shows the various people who are involved and impacted by this project and process. Knowing this information helped the team design a more effective solution for all involved.
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The Journey Midterm Concepts
Going Forward At the midpoint presentation, the team presented each idea including prototypes of the Gamified Evaluation. Deloitte Digital expressed further interest in the Welcome to Deloitte, The Tracker and Gamified Evaluation.
Based on the feedback that was received from the midterm presentation, the team started ideating a final solution to present a seamless recruiting system. The first few brainstorming sessions were spent on connecting the pieces of the recruiting process. This helped to guide how each section of the recruiting journey connects. One thing that the team agreed on early on in the second phase of ideation was playing up the Deloitte Dot, creating the character of Dotti. Dotti is a cute animated virtual companion that guides the applicant through the application process. She will create opportunities that bring in the human touch and emotion connection bridging features that provide these moments.
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THE JOURNEY
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The Journey
Ethnographic Research After getting some direction during midterms, the team quickly started planning the objective for the Deloitte Digital trip to Washington D.C. As the date approached, the prices of the plane tickets skyrocketed due to the World Series, so not everyone from the team was going to be able to go. The class decided that the production team should go, but each development team brainstormed content to be captured. The plan was to highlight Deloitte Digital's workspace in 360° videos, as a way to best convey the company's culture. Additionally, the video team requested key employees to interview as example video touchpoints to be shown in the solution. The team was greeted with a warm welcome and was impressed with the studio space. The employees were approachable and excited to help. The team was shown some of the technology implemented into the studio space. It confirmed the hypothesis that Deloitte Digital was an exciting place to work, but has some trouble promoting this new image. The production team quickly set up the 360°s to capture the open work environment and got to work filming the space. There were GoPro's strapped to team members to get a personal perspective. The 360° team also headed into the City on the metro to capture more of Washington D.C. had to entice applicants. Another team stayed behind at the studio to film interviews with different employees at Deloitte Digital. Some employees had worked there since the beginning of the D.C. studio, while others had only been there for a few months. There was also an interview with a former recruiter for Deloitte Digital as well as employees that transferred from one team to another.
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THE JOURNEY
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The Journey
Scalability of Tech For 360° video solutions, applicants will be able to access the VR experience through their phones. Cardboard headsets will be sent out, along with a brochure. The user can scan images on the brochure that takes them to the 360° experience. Deloitte Digital can take this model to its clients for use. Clients will be able to show off their culture and environment to highlight what it's really like working in the GPS sector. For companies who do not have the highlighted workspaces or physical environments to attract talent, we propose using alternative narratives of attraction such as video clips of co-workers or company leaders talking about other highlights including company values and team environments. The video and 360° solutions should be scalable to the length of engagement and hiring process. For example, those companies or sectors that have short time-to-hire processes may wish to have the highlights like those shown for the Deloitte Digital case study while those sectors with longer processes may wish to have a media engagement every 2-3 weeks to keep the applicant from losing interest. Additionally, the Talent by Deloitte Digital app can be implemented for any company. The app can show applicants full job listings and allow them to save the ones of interest. Applicants can check in with the progress of their applications at any moment and be "rewarded" with a video or media touchpoint. The Talent app's tracker timeline can be altered to fit any application length and have scalable released content to engage with long-anticipated hiring processes. These solutions can be translated for any sector and can be especially helpful for jobs that are known for the long recruitment process in the government sector.
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CONCLUSION Job searching is a difficult and long process, as well as finding the right person for each open position. It does not have to be so strenuous. Current technologies that are meant to assist with the process are hurting the application experience, rather than helping. With Talent by Deloitte Digital, recruiters are given a magnet to easily find their talented needle-in-the-haystack while those talented applicants can continue being engaged knowing that they are becoming part of the community of employees working for the ultimate goal and getting that perfect job.
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77 81
Glossary Affinitization [n.]
Front Stage Actions [v.]
Affinitizing is a process performed by a group or team. The idea is to meld the perspectives, opinions, and insights of a group of people who are knowledgeable about the issues.
Are those that are visible to the audience and are part of the performance.
GPS [n.] Government Private Sector
AMOLED [n.] A type of black screen that makes the color richer
HDRP (High Definition Render Pipeline) One of Unity's engines for physical high-quality rendering.
API [n.] A set of routines, protocols, and tools for building software applications.
Low-End VR [n.]
Applicants [n.]
Virtual reality is cheaper, requiring less interaction with the virtual space, typically with a cardboard headset.
As used here are a representation of those who are currently applying or have applied for a position in the past.
Particles [n.]
Augmented Reality (AR)
Used in graphic objects to simulate certain kinds of "fuzzy" phenomena, which are otherwise very hard to reproduce with conventional rendering techniques
[n.]
A technology that superimposes a computer-generated image on a user's view of the real world, thus providing a composite view.
Pipeline [n.]
Associative Memory Surveys [n.]
Is a conceptual model that describes what steps a graphics system needs to perform to render.
The task involves testing participants on their recall of pairs of unrelated items, such as face-name pairs
Rasterize [v.] Convert into pixels that can be displayed on a screen or printed.
Backstage Actions [V.] Actions only occur when the audience is not around.
Render [v.] The process to rasterize digital information as an image.
CRM [n.] This is a technology for managing all your company's relationships and interactions with customers and potential customers. The goal is simple: Improve business relationships.
Service Blueprint [n.] is a diagram that visualizes the relationships between different service components that are directly tied to touchpoints in a specific customer journey.
Framework [n.] Is a simple visual structure that helps organize the information and ideas of a problem so you can work on it more effectively.
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Glossary
Stakeholder Map [n.] Is a business tool that allows you to see a visual representation of your company's various stakeholders.
URP (Universal Render Pipeline) [n.] Light weight rendering engine in Unity.
Validated Survey [n.] the researcher has come to the opinion that the survey is measuring what it was designed to measure, or the researcher has received a statement from another researcher indicating that they believe the instrument is measuring what it was designed to measure.
Virtual Reality (VR) [n.] A computer-generated simulation of a three-dimensional image or an environment that can be interacted with in a seemingly real or physical way by a person using special electronic equipment, such as a helmet with a screen inside or gloves fitted with sensors.
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Appendix
Glossary
Appendix
Appendix
T
hrough the 10 weeks, a lot of data and research were gathered. This information was collected and informed much of our design
directions, it can be helpful to see the team's thought processes and further suggestions based on the research.
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Appendix
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Appendix
Double Diamond The double diamond is a design industry standard for framing the research, ideation, and development of a project brief. It’s important to note while the team tried to frame our process similarly, they conducted research and ideation throughout the whole process even during .ideation to fine-tune the direction of the final solution
.
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Purpose
Venn Diagram Ultimately what applicants are looking for is their purpose. This means people want to do what they’re good at, what they love, what the world needs, and what they can get paid for. It takes years of experience to learn this and many people are still looking for that greater calling or purpose.
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Appendix
General Student Survey The general student survey was aimed at generating as many responses as possible in a short amount of time so that the research team could shape further research directions and questions, as well as establish a baseline to validate existing statistics. Through this survey, it was found that students have common barriers like the duration of the recruitment process and difficulty with communication. Based on the common themes that were gained from the general student survey about what people look for at their job, the team decided to conduct applicant and recruiter interviews. Various students and hiring managers in different states were asked about their recruitment barriers. This time was also used to probe questions about the use of technology in the hiring process. The student's feedback confirmed the results from the general research survey. On the other hand, hiring professionals emphasized the need for face to face contact to assess candidates. In other words, interviews are imperative and cannot be eliminated from the process.
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General Student Survey Results
Top 5 Factors in Job Selection
42.8% Top 5 Channels to Get Info Neutral attitude in overall recruitment experience
Appendix
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Appendix
Assertive Job-Hunting Survey The research team redesigned the 1980 validated Assertive Job Hunting Survey based on Heather Becker. The questions were reframed for both candidates and recruiters to identify any gaps in their expectations for the job-hunting process. Based on the results of our survey, the majority of the recruitment process is automated so recruiters do not feel overwhelmed with their work. Recruiters are interested in applicants who ask questions. Applicants, on the other hand, want feedback to make better decisions about their future. Based on our research we found that recruiters and applicants mentioned these four factors in the recruitment process; time, transparency, human touch, and emotional connection.
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Assertive Job-Hunting Survey Results
53.3%
81.5%
Utilize CRM Software
Appreciate Questions
48.1%
Appreciate Feedback
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Appendix
Raw Data
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Appendix
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Appendix Raw Data
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Raw Data
General Student Survey Based on the recruitment experience, what are the issues? • “Application questionnaire is long and barely reusable in other job applications. The resume format is often messed up. Resume is rarely delivered to HR or carefully reviewed unless by in network reference. HRs rarely know the strength of international students, especially with high educations, such as PhDs.” • “Networking is costly, mentally.” • “People not responding. My file automatically gets rejected because of sponsorships. Companies not viewing it. They do the qualifications match using tge software so it depends upon the words you use.” • “Jobs that require certain levels of experience for college graduates not allowing grads to get past the first stage of recruitment.” • “Recruiters are given a script or bullet points. They don’t really know the company, nor do they tend to have much experience with creatives, and don’t always know what to look for and what questions to really ask."
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Appendix Raw Data
AI could help eliminate bias and increase inclusivity, but technology cannot replace humans’ jobs.
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Location, environment, and culture outrank benefits in importance, flipping the mindset of most companies.
Raw Data
97
Appendix
Some applicants are attracted to a company’s brand identity and reputation.
Appendix Raw Data
127 responses within 4 days
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Raw Data
Apendix Apendix
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Appendix Raw Data
Technology can help alleviate the workload of recruiters.
Applicants are sure to include both paid and unpaid experience in their resumes
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Raw Data
Recruiters value both paid and unpaid experience.
Applicants are not shy about asking questions during the recruitment process.
Some people sell their abilities better than others based on resume and interview because they spend much more time on preparation.
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Appendix Raw Data
Assertive Job-Hunting Survey
What is one thing you would change about the recruitment process?
From Students or Current Graduates “Make feedback a mandatory process we shouldn’t have to ask for it” “Cut off the repeat processes. Like Having to write some of the same information multiple times and also repeating some of those same things in interviews.” “Clear expectations and transparency” “Having companies be a little more open-minded about applicants who don’t have much experience or are recent/current graduates of a education facility.” “A more sophisticated system to close job “openings” when the company is no longer looking to hire for that position.” “More direct communication”
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Raw Data
What is one thing you would change about the recruitment process?
From Professionals “More time to meet candidates in not crazy environment” “Ask fewer questions of the applicants.“ “More detailed look at resumes and consideration of candidates.” “I would make interview training mandatory.” “Create a better way to weed out unqualified candidates.” “Make it less rigid and time consuming.” “Letting recruiters be a part of the hiring interview process, directly alongside the hiring manager” “Better response/follow-up from employers to those submitting a resume and applying for position throughout the application process.”
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Appendix Raw Data
Associative Memory Surveys
What is a Job?
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What is Recruitment?
Raw Data
Service Blueprint Stages
Physical Evidences
Awareness Job Board Websites
Interest Company Careers Website
Application
Consideration Career Review Sites
Evaluation
Confirmation Email
Company Job Application
Hire
Interview Invitation
Offer Letter
Resumes
Career Fair Booths
Candidate Experience
Create Account Attend Career Fairs
Candidate Actions
Research Company
Research Competitors
Upload Resume
Submit Application
Phone Interview Receive Offer
Search for Jobs
Ask Questions
Research Location
Ask More Questions
Research Reviews
Review Application
Interview Offer
Fill Out Form
Weigh Options
Accept or Deny Offer
On-Site Interview
Personality Tests
Interaction
Front Stage Actions
Answer Questions
Post on Job Board Websites
Invite Candidates for Interview
!
!
Send Offer to Candidate
Communicate Offer
Conduct Phone Interviews
(Recruitment Team:
Attend Career Fairs
HR, Team Lead, Director... )
Conduct On Site Interviews
Visibility
Back Stage Actions (Strategist, Designer, Engineer, Logistics...)
Internal Interaction
Support Processes (Technology)
Define Optimal Candidate
!
Branding
!
Plan Career Fairs
!
Conversations with Hiring Manager about Candidates
Review Resumes Job Board Websites Website Maintaince
Application Portal
Make Offer Decisions
!
!
Customer Relationship Management Softwares
The Existing Service Blueprint
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Appendix
With this existing blueprint, the majority of the pain points were discovered in the beginning stages of the application process. The blueprint was redone for clarity and detail.
Appendix
Technology Research Software Research
W
e chose to use Unity engine to develop our project because more than 77% of VR games are made by Unity Engine(2018). Unity is highly supported by VR companies in terms of APIs and packages. Unity has ShaderGraph and VFX graph allows artists to create content easily and fast. Unity collaboration system allows team members to collaborate on the same project at the same time. Unity has two Rendering systems known as URP and HDRP. URP is a general rendering solution for high-end and low-end devices. However, the visual quality is not as good as the HDRP. HDRP is currently only supported on high-end devices, but it will be available on low-end devices soon. In order to create the content, we used 3Ds MAX, Maya, Zbrush, Substance painter, Fusion, Rhino and Cinema 4D.
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Tech Research
DOTTI DEVELOPMENT her facial expressions are shown only through her eyes movement and eye expressions. Her helmet is designed to be a movable piece to create a more interesting gimmick. In the finalized design, her overall color was changed to green for it is the color that represents Deloitte Digital the most.
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Appendix
Dotti is a friendly virtual assistant in Deloitte Digital Ultimate Recruitment Experience. The initial ideations of Dotti incorporate the circular aspect which resembles that of the Deloitte dot. Since Dotti is to be included in the experience on several occasions, her design has to be flexible and must be easily utilized in different contexts and different scripts. Consequently, her initial design was made so that
Appendix Technology Research
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Tech Research
Headset Research
U
pon further research, the team found that phones do not have great remote to create a gamified experience.
The team then started researching into VR headsets to target all kinds of people with accessibility and price. The only thing they available for a low-end version is a cardboard headset, which allows for gaze and voice command that is a very limited experience. The tech team expanded their search to high-end sets and quickly discovered there are many headsets out there. Some factors were kept in mind when choosing a VR headset including mobility, quality, comfort, and price. Based on the research, the team found a few good options. For Deloitte Digital, the team recommends Oculus Quest because it's standalone, super easy to use, has good reviews, and lots of sales since its release 4 months ago. For this specific project, the team chose HP River Windows Mixed Reality over Oculus Rift. Even though it is more expensive, we believe that it is the future of VR because it has better resolution, better hardware, better eye lenses, and doesn't need sensors for tracking. However, it needs a higher graphics card, Envideo 2018.
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Appendix Branding
Branding Given that there are restrictions under Deloitte, the look of the company could not be changed. However, the rhetoric could be used to change the feel of Deloitte Digital by addressing the 4 main barriers that were discovered: time, transparency, human touch, emotional connection. Every single decision should be backed by these main points we discovered through our research with a focus on emotional connection and human touch. The goal of the Branding Guidelines is to showcase Deloitte Digital's values, missions and goals while also portraying Deloitte Digital as a community that you want to be a part of. This needs to be able to draw in applicants, especially those within creative fields.
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Branding
Consistency Throughout The branding of Deloitte Digital is more than the color scheme or logo. This is the look and feel of the company. Although the whole experience should be branded correctly, the branding directly affects the first three stages of the recruitment funnel because that is when an applicant develops their first impression of a company.
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Appendix
TIME
Branding
TRANSPARENCY HUMAN TOUCH EMOTIONAL CONNECTION People have a bias working for a company that works in the GPS sector. Deloitte Digital has a cool space/working environment so why not showcase that to remove people’s biases. Invite people for lunch and learns/open workspace to create connections with potential applicants.
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Branding
Visually Driven Instead of talking about what Deloitte Digital does, show it from the projects, people, office, and culture on all digital platforms. Show some of the company's work. 1. Use a consistent theme for pictures, bright/open and clean spaces with a pop of color that displays Deloitte Digital as an inviting place. 2. Show people interacting candidly with each other to highlight company culture and a sense of community. • Company Events • “First Fridays” 3. Make sure that the job application link is easily visible. 4. Do not ignore standard design elements such as balance and proper spacing.
Apendix
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Appendix Branding
Videos
Copy
All video content should be down to earth, informal, and show employee perspective. It should be bright and show employees interacting with each other rather than focusing on shots of productivity/open office.
Creatives are more visually stimulated than text oriented. Focus on quality over quantity when using words. Less reposting of blogs, more candid content. Approach social media as a way to initiate a conversation rather than a company giving a lecture. No one likes a one-sided conversation. Give it a human element. Focus on telling your company/employee's stories. It should have an emotional touch. Phrasing/ Copywriting should be warm and inclusive across all platforms.
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Branding
Social Media Social media is the perfect place to give applicants an insight into the culture. Make sure to update the content regularly and have a cohesive aesthetic • Show some of your work/people/offices • More motion media pieces • Host events/parties • Use hashtags/tag people • Engaging photos/aesthetic • Focus on engagement with users rather than pushing out Deloitte Digital content. • Approach online communication as a means to initiate a conversation. • Ask questions for your followers to get them engaged.
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