We do not limit ourselves to researching bank interfaces and customer experience, but also painstakingly improve processes and services for employees.
In this article we will tell you about three EX projects in which we:
launched a service to make it convenient for managers at all levels, from tech leads and managers to bank board members, to calculate bonuses,
We are developing the SFA platform from scratch, and our managers definitely like it,
made adaptation, transfer to another department and dismissal less painful.
The article will be of interest off page seo service t o UX, CX and EX researchers, team leaders, HR, department heads and business process owners.
Case 1. How an EX-researcher changed the bonus process
Remuneration and bonuses are one of the most pleasant moments in an employee's life. But behind these moments there is a huge number of business processes, systems and people who work with them. EX and UX, so to speak.
In the beginning was the word, and the word was Excel. It seems like any product with tables and lots of data has a sore spot that goes something like, "Leave it all in Excel, it's the easiest."
But digitalization cannot be stopped, and the very first decision was to assemble everything on SAP (an ERP system for automating business processes: personnel records, bonuses, personal income tax calculation, etc.). 2020, September, the product and stakeholders literally thought out the service overnight, and the next morning the developer assembled it without a designer, design system, or components. The result was immediately sent to work. Harsh times, harsh approach, MVP, all according to Agile.
This is what the bonus payroll looked like in SAP before EX was connected to the project
This is what the bonus payroll looked like in SAP before EX was connected to the project
It was a strange situation: there is a product, there are users, but there is a gap between them. The team did not know what the manager was facing, what emotions he was experiencing, and whether he understood the interface at all. An ideal situation for research.
The researcher's plan is simple: take design thinking and follow the double diamond, seasoning everything with workshops and grooming. As a result, from a point of complete uncertainty we come to a convenient product.
What could go wrong? The answer is simple: you need to both improve the current product and make a new version. Stopping processes and leaving employees with a raw user experience with a lot of pain is both inhumane and resource-consuming.
How we evolved the rewards service
We started with As Is measurements . What do people have? How do they use the product, why and in what cases? A million questions that we didn’t have answers to. These are the ones we asked in the interview.
16 in-depth interviews with two segments of managers gave us 17 key problems. We put them at the core of product development and formed a vision: different managers have different capabilities that we must take into account. In such a large company, it is not uncommon for us to learn how things work in reality, through research, and not on paper or in process concepts. You can’t learn this without going to the users.