Shared Services Connected Ltd
User Interviews User Testing Experience design UI Design Interaction Design Prototyping
“The recent upgrade to our award winning self-service platform – myHub, has been really well received. It’s a key solution that we’ll continue to develop and is fundamental to our goal of providing personalised user experiences.” Matt Hurley, Director of Strategy and Innovation
Having worked exclusively on myHub from its beta launch in 2018, I've been fortunate enough to have gathered a wealth of data on my journey. Previous iterations of myHub were very much considered MVP’s with tasks from the backlog being executed as time went on. Whilst myHub 2.0 was considered a successful rollout, the efforts were always constrained by budgets and deadlines.
A dedicated project team was assembled by Squiz & SSCL, and the task for myHub 3.0 was to take all of the issues from the backlog and evolve the product further.
Key areas of focus within my role involved a data driven restructure of the IA, a full aesthetic makeover to align with the new brand, the addition of multiple tasks and user journeys, personalisation including SSO and a new user dashboard, a new design system, and many more tasks.
Thanks to our MVP versions, we had been running Hotjar and google analytics api’s beneath the hood. Through use of Funnelback, we also had a consistent log of data surrounding what users were searching for, and how successful they were in doing so.
Key stakeholders in the project stressed prior to any research and data being presented that they were keen on myHubs third iteration to take a huge step in personalisation and collaboration.
With myHub 2.0 having been in the wild for over a year, we carefully monitored the user experience through multiple feedback/data channels and gathered many change requests that were out of scope within the existing version.
We collated enough information to showcase the level of requests that were out of technical feasibility, and delivered a fairly damning insights report into how requests weren't fixable without adopting a completely new approach and strategy to what myHub is.
We conducted a competitive audit to further improve our understanding of the self-service products. We identified multiple ways in which these competitors provide great self-service experiences:
1. Personalisation sits at the forefront of providing the most impactful self-service functionality
2. Data visualisation engages users into completing outstanding tasks
3. Chatbots and decision tree technology is hugely efficient as a navigational assistant
4. Advanced search techniques remove multiple steps in information discovery
5. Too much information within a single viewport is overwhelming within a dashboard or a portal
We wanted to get to know how users were getting on with myHub, and to enable us the opportunity to create a truly user-centered experience, we conducted the following tasks:
We interviewed various teams from various organisations that had adopted myHub as a tool. The target was to discover the pros and cons of their experience using the product.
Observed User Testing
We prepared a script containing instructions that we wanted to ask organisation employees to conduct, and screen recorded conference sessions to enable ourselves an insight into how users navigated their way through the existing.
Hotjar & Analytics Observation
We implemented the Hotjar heat mapping into the front end of the website to further enable us the opportunity to analyse user behaviour, as well as monitoring a GA dashboard implemented in the early stages of the 1st iteration.
Qual/Quant Informed Opportunity Definition
We utilised all of the qualitative and quantitative data to gather and project problems statements.
Utilising all of the information gathered from the steps above, and working with the project team ideating solutions. The outcome being a low fidelity prototypes, and a user journey map projection.
Cookies have their limits. Return users hold very little joy in interacting with myHub unless they're only using one device. Even then, performing repeat tasks still consume an unnecessary amount of time.The existing iteration of myHub relies on cookies to show a user their recently visited operations.
Dated user interface often deterred users. The existing user interface failed to engage with its audience to its full capacity, and resulted in users opting to attempt to conduct tasks that were actionable on myHub over the telephone.A common theme during user interviews was the use of the words "too much going on", indicating that users were overwhelmed by the number of tasks presented in their viewport.
Redirects cause dropout. During some of the actions users were asked to conduct, we noticed a high level of disengagement and confusion.
Almost every single user lost their way. One of the most glaring pain points throughout the entirety of our moderated user testing sessions was the number of users that lost their way. The lack of user autonomy presented itself in multiple ways, from visual language & information architecture to UX copywriting.
We collected enough data to support our case for refining the look and feel of myHub, believing users needed a vastly de-convoluted platform to allow them to sort information without dodging page clutter.
The existing iteration of myHub already housed a 'dashboard' that used cookies to feed personalisation. The reality was that it was simple a signposting repository that didn't offer a truly personalised experience.
Our plan was to create a dashboard that delivered task prompts (through data vis), task management, and task reminders. To do so, we concluded that acquiring data storage that was in line with GDPR and Governmental regulations would allow for us to deliver a truly personalised experience.
From a technical perspective, we ideated a wealth of new myHub features that could be driven by two key areas of functionality:
SSO (Single Sign On)
With personalisation at the forefront of the project requirements, we concluded that the application of SSO would allow for users to access data, execute tasks, and share important information with colleagues.
Through the application of an AWS chatbot, SSCL would be able to provide customers a guided experience, operating with speed and knowledge. Our datastore would allow the chatbot to deliver knowledge based on the users personal data.
I collaborated with the project team regularly, and hopped on daily huddles with Programme Director Carl Johnson to work on conceptualising all of the data drive we had collected.
We whiteboarded concepts, had them technically sanitised, and created a backlog of potential functionalities and features we could apply to the new hub.
Upon the sign-off of early stage concepts, I worked with SSCL's brand team in compiling design patterns that drove the visual look and feel of the product forward to align with SSCL for the most part. The idea was that myHub was a standalone product, and the team didn't want it to adhere to the gov.uk design system to allow for it to expand as a tool into other sectors.
I worked with senior engineers in developing a styleguide and design system to allow for the continued maintenance and evolution of myHub.
The styleguide was housed in Figma, and fed a design system that was developed shortly after the deployment of 3.0.
I tested and prototyped multiple iterations of the final design, putting in front of existing users to gauge their reaction and oversee them conducting a few simple tasks. This allowed me to narrow down multiple variations of each page to one consistent templated solution.
Off the back of this, I worked with senior engineers in identifying flexible templates to accommodate for the unique functionalities of various organisations. This involved understanding how different API feeds would impact on design, and what meta-field data required design treatment.
The implementation of myHub has seen an improved customer efforts score to 83%, improved NPS by 15 points and first contact resolution improved by 7.6% to 92%.
Additionally, it has improved customer experience by providing accurate, timely knowledge to end-users and reduced reliance on voice and email channels for query resolution.
The product team are continually drawing data from multiple channels within the product, as well as interviewing its users consistently to maintain a human-centered approach.
From the release of myHubs 3rd iteration, myHub went from serving 17 to 22 central Government bodies and up to 300,000 potential users, answering queries across HR, IT, Recruitment, Finance and Accounting services.
To date, myHub has contributed to in excess of £100million in government savings, and is forecast to exceed over £400million of government savings by the end of October 2023.