Working in Zalando design team.
Skills & Techniques
- Planning and hosting a design sprint workshops
- Stakeholder management
- User research interviews
- User testing under lab conditions
- Journey Mapping
- Feature prioritisation and road-mapping
- Basic UI
- User testing
- A/B and Multi variant test planning
- 9 months - Team Project
- Senior UX designer
- Paper sketches
- Jira, Confluence, Github.
I am one of three designers working for Zalando apps team which involves designing for both IOS, Windows and Android across tablet and mobile.
The mobile apps are one of the top performing products in Zalando empire. Consistently growing and in some cases outperforming web.
The team has changed allot in just the nine months that I have been at Zalando. My focus has been to try and prioritise UX problems within the experience. In order to do this I have been benchmarking, collaborating allot with data analysts, conducting user testing and collaborating with product owners and developers. My biggest concern with the app experience has been the product description page. This is the page that i see with the biggest usability faults which are directly harming KPI's.
This has led me to work closely with a designer from the web team who is responsible for product description page for web. Together we have been trying to document and collaborate with all members of the two teams to raise awareness of the broken "core exoerince"
User interviews Two user researchers and I kicked off the project by interviewing 10 employees all from different levels and job functions. There were many insights, including:
- Almost always feedback is considered an offline behavior
Employees did not know what was used for their performance review leading to suspicion and a demand for more transparency.
The process took too much time for the employees taking them away from their actual jobs and creating resentment when it had to be done in their own time.
Workshop After conducting the interviews it became obvious that user behavior was not conforming to business goals. For example, employees did not want to give their co-workers feedback on an online tool, this was seen as rude, ambiguous and not effective for a team-building exercise. There was also a degree of suspicion as to who would see that feedback. The business, however, felt that all feedback should be recorded online.
It was clear that we needed an alignment. Due to time constraints, I proposed a three-day workshop. The first day of the workshop user needs and business objectives were voiced. The following day's output was a defined list of "How might we" statements and some basic sketches. Most importantly we began to see more empathy from the business perspective to their employees and from the business to feel more involved in the design process.
Designs and Iterations
Redesign process Designing this tool meant we had to reevaluate the process behind what was needed to assess an employee's performance. This highly political area meant that we had to review areas such as leadership bias, survey design, scaling, data capture, comparison and privacy. This was done through a series of meetings, workshops and stakeholder interviews.
IA Once aligned with the process’s I conducted a card sorting exercise with a variety of employees from different job functions and started to form the IA of the site.
Basic Wires Working with a UI designer and developers the basic formation of the concept grew with many iterations.
User testing We held 10 user testing sessions under lab conditions to find out whether users understood the concept and were able to navigate through the process.
What performed well The solution was refined from six different ways to give feedback into two: Performance and Development. All users understood the concept within the user testing session, leaders particularly liked the new design as it was seen as much simpler to navigate and the process would take much less time. Users understood what was going to be used for their evaluation feedback and what was going to be used for general feedback. Users also understood that they were encouraged to have a dialogue with their colleagues both online and offline.
To Improve As I worked at Zalando whilst the tool was rolled out I could see the problem areas. The survey still takes too much time. Employees had the option to decline giving performance feedback if they felt they did not know the requester well enough or if they had too many requests. Employees don't decline out of politeness and so the data captured may not be that valuable and they resent the time it takes away from their actual work.
Whilst working within the apps team I worked in a consultant capacity to give feedback for the next iteration of the tool.