Business Design · Team Project
Team project with Anna Vats & Samridhi Oberoi, FLAME University
An end-to-end employee journey redesign for an HR consulting firm: research, a full Jira-run project plan, service design, and a physical onboarding kit. I personally designed and made the final hamper and an accompanying scrapbook diary object, among nine total deliverables.
Psyche Panacea is a consulting and training organization delivering behavioral trainings, employee engagement programs, and onboard trainings to over 300 listed companies. It was founded by Deepa Vats in 2001, who wore every hat a founder can wear (HR, client servicing, operations) before building a company now working toward becoming a leading pan-India name in HR consulting.
This was a live engagement, not a classroom exercise. Working as a team of three, we took on the whole employee journey: how Psyche Panacea sources candidates, how it onboards them, and how it keeps them engaged once the novelty wears off. The client gave us access to their people, and what we handed back was a system they could actually run.
We began by interviewing across the company rather than designing from assumptions, and wrote the scripts so the answers would be usable instead of polite. Those conversations became the primary research and insights ↓, which is where the real problem surfaced: onboarding was efficient on paper and cold in practice, so new hires learned the policies long before they felt part of anything.
From there we mapped the employee value proposition and scored every idea on a business-impact-versus-user-impact matrix, so what we built was chosen on evidence rather than enthusiasm. The shortlist and the reasoning behind it sit in the business concepts deck ↓, and the full transformation, start to finish, is in the end-to-end journey deck ↓.
Before any of the physical deliverables came together, I set up and ran the engagement in Jira ↓: epics for every phase (diagnostics, on-site visits, sales impact assessment, business-etiquette curation, follow-up audits, stakeholder feedback), broken into sprints with dated timelines and backlog items written as user stories. It is the part of the work that never shows up in a final deck, and it is what kept three people and a real client moving on schedule.
Out of nine deliverables I designed and hand-made the physical onboarding hamper and its companion piece, a scrapbook diary handed to every new hire in their first week. The diary mixes stakeholder facts, mini case studies, sticky notes carrying real quotes from the team, and short personas for the people a new hire is about to work with. The whole thing is in the onboarding kit and scrapbook ↓, page by page.
It is deliberately handmade. A policy binder tells someone the rules; a scrapbook tells them who they have joined. The hamper wrapped that together with merchandise and a welcome-to-the-family photo, so the first thing a new hire receives is a gift rather than paperwork.
The last piece was capability: a KSA framework for their HR analytics internship ↓, defining the knowledge, skills, and attributes the role actually needs, so the hiring side of the journey ran on the same logic as the onboarding side.