Colleague capability and career designhelping colleagues change career internally with a retail bank
The challenge
As part of a broader digital transformation, the People Services team of a large enterprise needed to redesign how colleagues assessed, developed and connected their digital skills to career opportunities.
The existing approach was inconsistent across the organisation - different teams, different tools, no shared framework.
The challenge was as much about organisational design as it was about technology. The People Services team needed a solution they could own and iterate, not one that depended on external support to sustain.
What we did
We ran a six-week innovation sprint. We interviewed 15+ colleagues across nine departments in the UK and Ireland, mapped the career experience from the colleague's perspective, and ran co-creation workshops with People Services and departmental representatives to develop and validate solutions.
Alongside the design work, we transferred the methodology to the internal team - training them to run the same kind of conversations themselves so the organisation could continue improving without needing to bring us back.
The People Services team left the engagement with a repeatable design process they have continued to apply to subsequent challenges. This engagement combined advisory design work with direct capability transfer – the kind of embedded expertise our People service is built around.
outcome
A fully functioning colleague tool, developed from the validated proposition, now in use across the organisation.
The People Services team left the engagement with a repeatable design process they have continued to apply to subsequent challenges.