First Taste of Service Design

That’s “Service Design”?

Context of Organizational Change

Change Management Goal

Current Experience (Employees & Customers)

Full-Time Teacher Staffing (Old Model)

  • Full-time teachers are more reliable and dedicated to the organization (motivated by visa sponsorship).
  • Full-time teachers are native speakers and usually have strong background in education or childcare (customer expectations).
  • Full-time teachers are given an in-depth training in preparation for their first day of independent teaching.
  • Longer training means more time and resources are spent before they are eligible to start teaching.
  • Staffing is inefficient — many only work 75% but are paid 100%.
  • Visa sponsorship is costly.
  • Many cannot drive, do not have a car (the company rents cars which is another expense).

Part-Time Teacher Staffing

  • Staffing is more efficient and less costly for the organization
  • Part-time teachers are local and typically have access to a vehicle of their own.
  • Difficult to recruit teachers who meet the requirements: native speakers, teaching and/or some experience with children, and interested in part-time opportunities.
  • The interview process alone cannot determine if someone is a good fit (training is the best way to assess a candidate’s fit).
  • There tends to be a high drop out rate post training.
  • Staffing is complicated (several teacher availabilities to manage).

Discovery

  • Senior Teachers (Employee Experience)
  • Recent Trainees & Training Director (Candidate/Trainee Experience)
  • Staffing Director and Center Directors (Customer Experience)

Learnings:

  • The recruiting process did not change when we shifted to part-time (it is a long, multi-step process that should be reviewed).
  • Many candidates drop out before submitting the video audition portion of the recruitment process.
  • The video audition is a good way to see their ability to do “FunImmersion” — an important skill of a teacher. The video allows the recruiting & training teams to see the candidate’s personalities (are they fun, playful, expressive, engaging, and know how to speak to young children?) We are able to determine if they are a good fit and what they may need to improve on during the training program.
  • The video also acts as a native fluency assessment (something we are not always able to assess during the phone screen). Many candidates claim to be native speakers when they are not.
  • Candidates do not always have the availability (location and times of programs that we need to staff and hire for).
  • Candidates do not have a full understanding of the role before training, and sometimes until they are already teaching independently.
  • Customers expect high quality teachers and are disappointed when classes get cancelled due to understaffing (this became increasingly more common when we shifted to a part-time staff).
  • Company morale is down because of upper management’s (CEO, COO, CPO) lack of communication and response to employee inquiries.

Solutions

  1. Hired former Senior Teacher as Associate Recruiter
  • As the only team member responsible for recruiting (in addition to regular HR responsibilities), I did not have the bandwidth to recruit for the high number of openings and needed more support.
  • As a teacher, the Associate Recruiter was more equipped to evaluate the video auditions
  • As a native speaker, the Associate Recruiter was responsible for conducting all Spanish speaking interviews and assessing native fluency.
  • Shorten down to two steps: Initial Phone Screen & Video Audition (goal is to get candidates into training sooner). Recruiting is less selective to increase the number of candidates that go into training and are then narrowed down during the training program.
  • Teacher Expectations & Training Program Overview Sheet to clearly set expectations (requires candidate sign-off before beginning training)
  • Get availability early on to assess if they will be a good fit for open programs (accelerate the training of candidates who match availability of open programs).
  • Set expectations early on by communicating to candidates during the recruitment process (e.g. number of hours, locations we are hiring for right now) so they aren’t disappointed later when they don’t get the hours they were hoping for.
  • Target students and moms (who are more likely to be interested in part-time opportunities).
  • More training programs scheduled on a regular basis to accommodate more trainees.
  • New training program is set up as paid-training program that acts almost as an extension of the recruitment process ( candidates will continue to be assessed and determined if a good fit or not).
  • Once they pass a certain point in the training and are considered a good fit, the staffing team will start scheduling them for programming. Trainees are not officially “hired” or “staffed” for classes until they pass training
  • Trainees will shadow other teachers so they are more prepared to take over the class.

Outcome

HR to UX to Service Design…

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I’m a UX Designer & Researcher in Chicago currently looking for new opportunities in human centered design, service design, and workplace experience design.

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Mackenzie Rohn (Kamin)

Mackenzie Rohn (Kamin)

I’m a UX Designer & Researcher in Chicago currently looking for new opportunities in human centered design, service design, and workplace experience design.

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