Employee experience
Service Design, Service blueprint, Journey mapping, Employee experience
A large grocery retailer was looking to implement a new employee portal to be used for processes such as payroll & leave. Myself (as a Service designer) and a Business design lead were brought in to define the core user journeys the system would need to consider. While the business design lead was responsible for managing stakeholders and the project as a whole, I was tasked with:
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Conducting stakeholder interviews to map the current processes
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Defining key user groups
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Designing a future state journey map
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Creating a series of surveys to measure unmet user needs.
Mapping the current state
The client had 5 scenarios they believed the new system would need to address:
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Apply for leave
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Salary sacrificing a device
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Claiming reimbursements
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Purchasing additional leave
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Receiving relevant communications
I conducted interviews with Team leaders, Employees and Payroll officers to understand the current steps an employee would take to complete each of these scenarios. I mapped these steps into 5 service blueprints, highlighting the front of house and back of house processes, pain points, touchpoints and opportunities.
Future state and jobs-to-be-done
Using the jobs to be done framework, the business design lead and myself identified the core user needs at each stage of the current state journey. I then mapped the future state journey (addressing these needs) taking into consideration the various user groups. This map also included various solution ideas that could address these needs, to be considered by the client when building their employee portal.
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Measuring employee needs
Once we understood the core user needs, we wanted to identify which would be most crucial for the new system to address. With input from the Business design lead, I created surveys for Team members, Managers and
Payroll staff. These surveys listed the identified core needs for each scenario, asking participants to rate each need based on importance and satisfaction that the need is being met. (e.g by existing tools or processes).
Prioritising opportunities
From the survey data we were able to prioritise each of the core user needs by giving them an 'opportunity score' (calculated based on their importance and satisfaction scores).
Those with a high opportunity score (over 10) were considered high unmet needs, which would be most crucial to address as part of the MVP employee portal.
