Public Employment Service (Arbetsförmedlingen) Facilitating the Process of Operational Planning
In the dynamic landscape of Arbetsförmedlingen, the challenge was clear—how to structure the annual operational planning of the Guidance and Education Unit (Enheten Vägleda & Utbilda). The goal was to strike a balance: an overarching structure that stays relevant yet is detailed enough for the practical work of product teams. The mission extended beyond a one-time effort, aiming to create a replicable approach for subsequent years.
ArbetsförmedlingenService DesignFacilitering
Project description:
Public Employment Service (Arbetsförmedlingen) Facilitating the Process of Operational Planning
Facilitating the Process of Operational Planning Service Design, planning structure and facilitating of workshops
About the project
Date: September - November 2023 In the dynamic landscape of Arbetsförmedlingen, the challenge was clear—how to structure the annual operational planning of the Guidance and Education Unit (Enheten Vägleda & Utbilda). The goal was to strike a balance: an overarching structure that stays relevant yet is detailed enough for the practical work of product teams. The mission extended beyond a one-time effort, aiming to create a replicable approach for subsequent years. Purpose: Establish a framework for collaborative operational planning and develop process templates to streamline ongoing planning. Challenges: While operational planning was an annual ritual, the processes and documentation varied across units and departments within Arbetsförmedlingen. Defining the specific components of the plan was an ongoing task. Furthermore, the Digital Services department had crafted a new vision with fresh goal areas throughout the year, requiring integration into the planning process without a clear roadmap. Client: The Guidance and Education Unit within the Digital Services Department, Arbetsförmedlingen.
Results and next steps
Results: The journey involved conducting four workshops with leadership roles within the unit, each focusing on different themes: Workshop 1 (8h): Aligning with the strategic document and overall plan, identifying common themes and projects with team-wide responsibilities. How does our collective responsibility manifest in individual deliveries? Defining collaboration within the unit. Workshop 2 (3h): Exploring the department's vision and goal areas—how they are approached and team perceptions. Workshop 3 (3h): Prioritizing important elements based on shared deliveries, goals, and previous discussions. Identifying common ground in collective responsibilities. Workshop 4 (3h): Presenting the envisioned process. Prepared materials aided the leadership team in collectively creating a roadmap and a shared vision during the meeting. These prepared materials now serve as templates for future operational planning. The meticulously prepared groundwork, exercises, and materials for planning were packaged and handed over to the unit manager for ongoing use. Join us in exploring how we transformed operational challenges into a structured and collaborative planning process, laying the foundation for years to come.