Conference article

Service Design is about creating a desirable end to end experience for service-users. Participatory design involving service-users and stakeholders is an established paradigm in service design. There are constraints as well as opportunities while designing for organizational services. The Participatory design paradigm is appropriate in this context, however, the traditional participatory design methods have limitations and need to be adapted to overcome the constraints and leverage the enablers. The suggested approach comprises the aspects: a mix of tacit and explicit knowledge, synchronous and asynchronous working, full and partial participation, and a mix of ‘lite’ and in-depth application of design methods, and leveraging the knowledge externalization techniques. This service design case study is about high-touch hiring and joining experience of new entrants in a large IT organization. The outcomes confirm the benefits of the proposed approach suggesting its appropriateness for designing services within organizational context. It also offers the promise of wide applicability.

participatory design, service design, organizational services, tacit knowledge, employee onboarding, quasi-participatory design