IntelliHR had the goal of creating meaningful and productive conversations between employees and their managers about performance through the aid of their system and the insights it gathered. One of the features in the system that helped with this was the Performance Report. This project aimed to redesign the way the data was presented to help managers and their direct reports make informed and actionable decisions. After the redesign we found an increase in adoption and engagement of the feature and received positive feedback from our users, as well as prospective clients during sales demos.
QUALITATIVE AND QUANTITATIVE INSIGHTS
The project kicked off with exploring the business outcomes and the customer value we were creating through the redesign of the Performance Report. Along with executives, Customer Success and Tech Leads, we mapped the current problems it had based on customer feedback and what it lacked to achieve from a business standpoint; drawing themes and clarifying key outcomes to be achieved from the project.
ASSUMPTIONS AND QUESTIONS
Collaborating with the development team for this project, I gave the team a debrief of what was discussed in the kick-off meeting with the executives. From here, I facilitated a short workshop to identify the team's assumptions and questions about the project to address any risks or dependent information required to progress.
JOBS TO BE DONE
To validate the assumptions and questions, I interviewed our customer success managers and subject matter experts in the company to better the motivations of our users and their jobs-to-be-done. Presenting the findings back to the team, we brainstormed ideas to solve the struggles our users faced.
SKETCHES AND WIREFRAMES
In parallel to the workshops and interviews, I sketched solutions that were focused on the data visualisation and making the information easy to understand.
Navigation was a major issue in the existing design where users would find themselves lost in the page, exploring how the user would easily jump between sections was another key aspect to the redesign.
Understanding the performance ratings of a person in the previous design caused a lot of confusion for the users. They did not know how to understand the visualisation and what it was trying to show.
Using the radar chart, it now clearly shows the difference between the direct report’s overall performance based on the manager's evaluation and their expectations.
The use of small multiples for the different performance dimensions easily displays how someone has progressed over time.
For training, the user is now able to see the cumulative cost invested and the frequency over a year.
Understanding the leadership performance of a manager was non-existent in the previous design. Measuring happiness was a key feature in the product and being able to understand how happy a team was under their leadership was highly valued.
By visualising the average happiness score of the team overtime, along with the highest and lowest scores, viewers get a more accurate understanding of the team happiness.