People and Performance Podcast

Design Thinking: Creating Powerful Employee Experiences with Glenn Donaldson

October 20, 2021 Fidello Inc. Season 2 Episode 3
People and Performance Podcast
Design Thinking: Creating Powerful Employee Experiences with Glenn Donaldson
Show Notes

In this People & Performance podcast episode, we explore claims that the approach called Design Thinking is going to become a game-changer for HR processes.

Design Thinking is a process for creative problem solving that’s helping HR teams across the globe deliver value, organize work and find solutions.

At first glance, product design and HR feel about as far apart as any two aspects of work can get. 

The approach, however, has been lauded by many industry experts as a powerful approach that solves problems through a human-centric lens. 

Josh Bersin, suggests “Design Thinking … transforms HR from a “process developer” into an “experience architect.” It empowers HR to reimagine every aspect of work: the physical environment; how people meet and interact; how managers spend their time; and how companies select, train, engage, and evaluate people.”

Our guest expert is Glenn Donaldson, Chief Customer Officer, and President of intelliHR Americas. Glenn is a specialist in HR technology, with expertise and passion for product strategy, customer success, and business expansion. And he’s joining us from all the way Down Under.

Stay tuned as we delve into design thinking transformation!

Questions Include: 

  • Can you start by explaining the differences between it and the traditional “waterfall” project management approach; where projects are divided into different stages and each stage has to be completed before the project can move on to the next one?
  • So in the “waterfall” project management approach projects are often led by a senior executive and hierarchy is fairly rigid. Talk to us about the autonomy Design Thinking gives to teams and how that can keep them ahead of the competition? 
  • Design Thinking brings a “Human-Centric Approach” that is present in every single step of the design process. Teams using Design Thinking correctly can be empowered and accountable to gather user insights that start with the question: “How might we”. Why is this such a game-changer? What does understanding that “how” represents a solution-oriented approach, “might” encourages optimism and “we” represents collaboration so fundamental to improved performance and better employee experience?
  • What about measuring performance based on competencies? The Fidello team and I help companies to involve their people more in planning and carrying out their own development. As part of that, we try to ensure our clients keep better track of the skills and knowledge of their people. Does Design Thinking - as it offers less hierarchy, more autonomy, and blurred lines of responsibility - mean measuring competencies and rewarding success to individuals is harder? If not, why not?