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Final Project Presentation.pptx
- 1. INTERNAL COMMUNICATION DESIGN PROJECT FinalPresentation Preview – August 18, 2023
- 2. 1 in 5positions for the City of Philadelphia are vacant, making attraction and recruitment for seasonal roles within Parks & Recreation an even greater challenge
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- 4. WHY FOCUS ONSEASONALS? • Largest group of PPR staff • Seasonals outnumber permanent staff but are not as deeply engaged with department • Excluded from systems and services (i.e. emails, Office 365) • Flexibility in hiring • More flexibility with budgeting and hiring seasonals than with full-time staff • Staff shortage • Importance of filling vacancies however we can • Branding • PPR's strong brand is not integrated into a standard orientation for seasonals
- 5. RESEARCH QUESTIONS • Whatare the contributing factors leading to the high vacancy rate? • What are the specific challenges in seasonal recruitment at PPR? • What are the perceptions, needs, and goals of potential applicants?
- 6. HIGH-LEVEL TIMELINE July 12 Today Aug15 Leadership meeting
- 7. RESEARCH INSIGHTS • Recruitmentis decentralized • Word-of-mouth + referrals limit the candidate pool • Perception of hiring process mostly negative • Opportunity of doing mission work is not always emphasized • Change in values • COVID era: work from home, flexibility • Safety: rise in gun violence • Need for professional growth pathways • Recruitment materials for staff • Staff recruiters have friction finding recruitment materials • Difficulty implementing them
- 8. TARGET AUDIENCE: "THESTAFF RECRUITER" Background: With the staff shortage, they have less bandwidth to foster relationships at the local level and need better ways to optimize their recruitment strategies to fill critical seasonal roles. Needs: • Efficient way to find and print materials • Access to various platforms and channels • A broader, more diverse pool of applicants Goals: • Build a talent pool of qualified candidates • Improve workflow for attraction and recruitment • Orient seasonals to PPR more effectively
- 9. TARGET AUDIENCE: "THERETURNING APPLICANT" Background: Having grown up at PPR and having been oriented to the department as a former seasonal staff, they would like to return but have a negative view of the reapplication process. Needs: • Easily accessible application information • Clear understanding on hiring process steps • Reliable form of communication for Q&A Goals: • Expand their knowledge and skillset • Enhance quality of life for Philly residents • Professional advancement within Parks & Rec
- 10. How might wereshape the perception of the seasonal hiring process at PPR for apprehensive job applicants and returning staff to expand the pool of candidates that are excited to join?
- 11. How might westreamline the dissemination of recruitment materials for staff recruiters that are responsible for hiring seasonals?
- 12. WORKING GOALS • Increase# of new + returning job applicants who apply to roles • Increase # of new + returning job applicants who get hired for roles • Increase % of staff reporting intention to return at end of cycle
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Editor's Notes
- #3 Problem Space: 1 in 5 positions with the City of are vacant, exacerbating the recruitment for seasonal staff Recruitment of seasonal staff at PPR is mostly decentralized, word-of-mouth or through relationships Breakdowns in communication between staff including background checks and clearances further delay the process, exacerbating the recruitment challenges of this group in particular.
- #6 Quantitative research: data analysis (in lieu of more user interviews with experts we don't have access to rn) --> Andy to reach out to HR next Wed (in line with landscape analysis – converge on features) Qualitative research: insights are good, but you don't always know if they're representative
- #8 Organize our thinking around intention Build out pieces we want to inform on Develop questions we want answers on Instead of research insights, what are pending questions following research? What are questions that we think could be useful to design? How many staff return every year? --> Andy to provide 2 years of data on hiring trends 7/11: More opportunity to learn about department with returning seasonals. Around more experienced people --> improve quality by being around experienced people.
- #9 Idea: ATS landing page, get in funnel, sign up for whatever. Patrick might also say scratch that. At most, we might change the order. For returnings, there's a part in employee lifecycle stage which is retention piece --> by targeting them, there's inherently retention piece.
- #10 7/10 (Andy): Glad you put returning applicant first. Sarah responded to question of building an intranet. Glad she asked that cuz intranet is category of work. Staying within the theme of an intranet. Returning applicants are staff at some capacity. Patrick might ask about this too. Returnings are subset of this group but had some staff status at some point. They already have the experience. Returnings are at a different place of the funnel.
- #11 7/11: It's been a challenge of creating a public website. Andy thinks, hmw how we inform people with things on phila.gov. Ex: getphcityid (this is not a city affiliated website, but you get conflicting messages about 'this is not a city website'). More intranet-y. There's a way to "go in-between". Think about authetnicated users. You don't have to design the workflow, but have like a Mary Jones account profile at top right. For new users --> think of marketing funnel. Consider ATS best practices and what that looks like. There's opportunities to design for them. Sarah: things we need to contend with our approach. Andy feels confident about tomorrow that we can dive into design tomorrow.
- #14 3rd can meet a specific outcome we can design to meet this goal --> changed to 'increase % of staff reporting intention to return at end of cycle'
- #15 We had to limit scope of project, we chose specific employee subset of staff and segment. We couldn't decide on all.