Culture by Design
Culture by Design
Culture by Design
Making company values tangible
Process design isn’t an approach solely focusing on aspects concerning the design department . Due to its empathizing nature, it is holistic and can be applied to any procedure of events with a preferred outcome.
When setting out to achieve a goal or establish something, consider these crucial steps:
What’s the goal?
Which resources are already available?
What’s the current challenge or gaps hindering the goal?
Think of solutions to fill those gaps
To illustrate the transformative power of a designer's mindset in desgining processes, let's dive into the HR process for a remote startup—specifically focusing on the onboarding of new hires, as the whole HR process is simply TLDR.
Making company values tangible
Process design isn’t an approach solely focusing on aspects concerning the design department. Due to its empathizing nature, it is holistic and can be applied to any procedure of events with a preferred outcome.
When setting out to achieve a goal or establish something, consider these crucial steps:
What’s the goal?
Which resources are already available?
What’s the current challenge or gaps hindering the goal?
Think of solutions to fill those gaps
To illustrate the transformative power of a designer's mindset in desgining processes, let's dive into the HR process for a remote startup—specifically focusing on the onboarding of new hires, as the whole HR process is simply TLDR.
We had to think about ways to let new joiners feel being part of the team although it was a remote first company amid the challenges of COVID-19. No coffee meetups, just virtual connections. Additional startup-typical requirements included acquainting new hires within the first two weeks, streamlining onboarding, and sparking engagement by involving them in initial tasks.
We had to think about ways to let new joiners feel being part of the team although it was a remote first company amid the challenges of COVID-19. No coffee meetups, just virtual connections. Additional startup-typical requirements included acquainting new hires within the first two weeks, streamlining onboarding, and sparking engagement by involving them in initial tasks.
We had to think about ways to let new joiners feel being part of the team although it was a remote first company amid the challenges of COVID-19. No coffee meetups, just virtual connections. Additional startup-typical requirements included acquainting new hires within the first two weeks, streamlining onboarding, and sparking engagement by involving them in initial tasks.
A TRICKY GOAL - FOSTERING IMMEDIATE BELONGING
A TRICKY GOAL - FOSTERING IMMEDIATE BELONGING
A TRICKY GOAL - FOSTERING IMMEDIATE BELONGING
Not just a process but an internal brand experience
Not just a process but an internal brand experience
Not just a process but an internal brand experience
We soon realized this wasn't merely about setting up a process; it was about curating an experience. An experience that allowed new joiners to immerse themselves in the company, feel the warmth of a welcome, and seamlessly become a vital part of the team— like an internal brand experience. Thankfully, existing documentation, such as the company's mission, vision, goals, and recent insights, provided a foundation for storytelling rather than overwhelming newcomers with raw information.
We soon realized this wasn't merely about setting up a process; it was about curating an experience. An experience that allowed new joiners to immerse themselves in the company, feel the warmth of a welcome, and seamlessly become a vital part of the team— like an internal brand experience. Thankfully, existing documentation, such as the company's mission, vision, goals, and recent insights, provided a foundation for storytelling rather than overwhelming newcomers with raw information.
We soon realized this wasn't merely about setting up a process; it was about curating an experience. An experience that allowed new joiners to immerse themselves in the company, feel the warmth of a welcome, and seamlessly become a vital part of the team— like an internal brand experience. Thankfully, existing documentation, such as the company's mission, vision, goals, and recent insights, provided a foundation for storytelling rather than overwhelming newcomers with raw information.
Making company values tangible
Process design isn’t an approach solely focusing on aspects concerning the design department. Due to its empathizing nature, it is holistic and can be applied to any procedure of events with a preferred outcome.
When setting out to achieve a goal or establish something, consider these crucial steps:
What’s the goal?
Which resources are already available?
What’s the current challenge or gaps hindering the goal?
Think of solutions to fill those gaps
To illustrate the transformative power of a designer's mindset in desgining processes, let's dive into the HR process for a remote startup—specifically focusing on the onboarding of new hires, as the whole HR process is simply TLDR.
Identifying Gaps: What's essential and what's learned on the job
Every company is different so is the experience a new hire will go through. However what always works is considering what information is crucial upfront and what can naturally be acquired on the job. Creating a prioritized list was our initial step. The second step was to identify who would be best to provide the needed information?
To avoid bottlenecks and distribute responsibilities evenly, we tapped into the expertise of the entire team. Each member, based on their roles or project involvement, contributed to filling the missing pieces. So don’t just rely on leaders and seniors, your team is full of potential and experts in their field. There is not better way to learn how things roll from people who are in it day to day. That way new joiners got to meet various people in the company creating a sense of belonging in itself rather than just meeting their team or direct manager.
A week by week experience fostering connection and autonomy
Rather than placing new arrivals in a large room and throwing information at them, the design of processes already offers the opportunity to transfer the values of a company in a memorable way, because we store what we experience better than just data and facts yawning at you.
Week One:
We kept the meetings to a minimum, one for the company’s history, vision, mission and goals and another done by an expert in the field on the industry sector, giving the new hires an overview only and material to read later.
We let the new hires use the remaining time to get aquianted with internal workflows, the product itself, development and the organization provided by team colleagues and different department members. That way our new hires got integrated in the day to day business from day one.
Managers ensured a smooth start, handing out first tasks such as preparing a self presentation for the all-hands and letting them review the current status quo of the product and reasons to improve. This serves both, getting aquianted with the product and for the company to get fresh perspectives without the natrual bias that occurs after starting to work.
Week Two:
Depending on what the values of your company are, that way you can try to already incorporate them in the first tasks and daily doing to foster the preferred mindset. In our case autonomy was crucial, encouraging them to inform themselves, take initiatives, and perform tasks in their unique way—reflecting the startup's core values.
New hires were tasked to integrate seamlessly into the team, attend dedicated meetings, and organize short meetings to familiarize themselves with team members more and autonomously aquire answers on questions raised through the first week.
With the regular occuring socializing events we’ve additionally integrated into the workflow the team building became part of our culture like virtual coffee chats every week with changing partners, weekly check-ins and check-outs, quarterly events like virtual escape room etc.
Culture of action over show & tell
Our focus was on doing rather than telling, cultivating a culture that potential hires could witness even during interviews. This approach aimed to attract individuals aligned with the company's values right from the start. But that’s an article for another time.
By infusing processes with a designer's mindset, our goal extended beyond mere functionality, aiming for a holistic, immersive experience that resonated with the unique ethos of our organization. An approach that can be applied to any organizational process be it in one or across departments.
Identifying Gaps: What's essential and what's learned on the job
Every company is different so is the experience a new hire will go through. However what always works is considering what information is crucial upfront and what can naturally be acquired on the job. Creating a prioritized list was our initial step. The second step was to identify who would be best to provide the needed information?
To avoid bottlenecks and distribute responsibilities evenly, we tapped into the expertise of the entire team. Each member, based on their roles or project involvement, contributed to filling the missing pieces. So don’t just rely on leaders and seniors, your team is full of potential and experts in their field. There is not better way to learn how things roll from people who are in it day to day. That way new joiners got to meet various people in the company creating a sense of belonging in itself rather than just meeting their team or direct manager.
A week by week experience fostering connection and autonomy
Rather than placing new arrivals in a large room and throwing information at them, the design of processes already offers the opportunity to transfer the values of a company in a memorable way, because we store what we experience better than just data and facts yawning at you.
Week One:
We kept the meetings to a minimum, one for the company’s history, vision, mission and goals and another done by an expert in the field on the industry sector, giving the new hires an overview only and material to read later.
We let the new hires use the remaining time to get aquainted with internal workflows, the product itself, development and the organization provided by team colleagues and different department members. That way our new hires got integrated in the day to day business from day one.
Managers ensured a smooth start, handing out first tasks such as preparing a self presentation for the all-hands and letting them review the current status quo of the product and reasons to improve. This serves both, getting aquainted with the product and for the company to get fresh perspectives without the natrual bias that occurs after starting to work.
Week Two:
Depending on what the values of your company are, that way you can try to already incorporate them in the first tasks and daily doing to foster the preferred mindset. In our case autonomy was crucial, encouraging them to inform themselves, take initiatives, and perform tasks in their unique way—reflecting the startup's core values.
New hires were tasked to integrate seamlessly into the team, attend dedicated meetings, and organize short meetings to familiarize themselves with team members more and autonomously aquire answers on questions raised through the first week.
With the regular occuring socializing events we’ve additionally integrated into the workflow the team building became part of our culture like virtual coffee chats every week with changing partners, weekly check-ins and check-outs, quarterly events like virtual escape room etc.
Culture of action over show & tell
Our focus was on doing rather than telling, cultivating a culture that potential hires could witness even during interviews. This approach aimed to attract individuals aligned with the company's values right from the start. But that’s an article for another time.
By infusing processes with a designer's mindset, our goal extended beyond mere functionality, aiming for a holistic, immersive experience that resonated with the unique ethos of our organization. An approach that can be applied to any organizational process be it in one or across departments.
Identifying Gaps: What's essential and what's learned on the job
Every company is different so is the experience a new hire will go through. However what always works is considering what information is crucial upfront and what can naturally be acquired on the job. Creating a prioritized list was our initial step. The second step was to identify who would be best to provide the needed information?
To avoid bottlenecks and distribute responsibilities evenly, we tapped into the expertise of the entire team. Each member, based on their roles or project involvement, contributed to filling the missing pieces. So don’t just rely on leaders and seniors, your team is full of potential and experts in their field. There is not better way to learn how things roll from people who are in it day to day. That way new joiners got to meet various people in the company creating a sense of belonging in itself rather than just meeting their team or direct manager.
A week by week experience fostering connection and autonomy
Rather than placing new arrivals in a large room and throwing information at them, the design of processes already offers the opportunity to transfer the values of a company in a memorable way, because we store what we experience better than just data and facts yawning at you.
Week One:
We kept the meetings to a minimum, one for the company’s history, vision, mission and goals and another done by an expert in the field on the industry sector, giving the new hires an overview only and material to read later.
We let the new hires use the remaining time to get aquianted with internal workflows, the product itself, development and the organization provided by team colleagues and different department members. That way our new hires got integrated in the day to day business from day one.
Managers ensured a smooth start, handing out first tasks such as preparing a self presentation for the all-hands and letting them review the current status quo of the product and reasons to improve. This serves both, getting aquianted with the product and for the company to get fresh perspectives without the natrual bias that occurs after starting to work.
Week Two:
Depending on what the values of your company are, that way you can try to already incorporate them in the first tasks and daily doing to foster the preferred mindset. In our case autonomy was crucial, encouraging them to inform themselves, take initiatives, and perform tasks in their unique way—reflecting the startup's core values.
New hires were tasked to integrate seamlessly into the team, attend dedicated meetings, and organize short meetings to familiarize themselves with team members more and autonomously aquire answers on questions raised through the first week.
With the regular occuring socializing events we’ve additionally integrated into the workflow the team building became part of our culture like virtual coffee chats every week with changing partners, weekly check-ins and check-outs, quarterly events like virtual escape room etc.
Culture of action over show & tell
Our focus was on doing rather than telling, cultivating a culture that potential hires could witness even during interviews. This approach aimed to attract individuals aligned with the company's values right from the start. But that’s an article for another time.
By infusing processes with a designer's mindset, our goal extended beyond mere functionality, aiming for a holistic, immersive experience that resonated with the unique ethos of our organization. An approach that can be applied to any organizational process be it in one or across departments.
Have an Idea but don't know how
to move forward?
I help you to turn things into reality, have clarity on what's to be done, setup and align processes to move from vision towards reality.
Have an Idea but don't know how
to move forward?
I help you to turn things into reality, have clarity on what's to be done, setup and align processes to move from vision towards reality.
Have an Idea but don't know how to move forward?
I help you to turn things into reality, have clarity on what's to be done, setup and align processes to move from vision towards reality.
Have an Idea but don't know how to move forward?
I help you to turn things into reality, have clarity on what's to be done, setup and align processes to move from vision towards reality.
Have an Idea but don't know how to move forward?
I help you to turn things into reality, have clarity on what's to be done, setup and align processes to move from vision towards reality.
Your time to shine
Your time to shine
Your time to shine