A consolidated profile and networking platform built to optimize employee and company resources to facilitate cross capability collaboration at EY.
SVA x Ernst Young
As part of the MFA Interaction Design program at SVA, we partnered with EY's Digital Transformation Unit on a semester-long design challenge to help EY employees uncover each others' skills and experiences. In response, my team and I created One EY, a profile and networking platform aiming to create a more unified and connected EY workforce.
The project is the winner of SVA's Strategic Innovation in Product/Service Design Case Competition 2019.
(Sept - Dec 2019)
Ernst & Young is a multinational professional services firm with over 270,000 employees working in 150 countries. Employees at EY need to communicate more effectively, connect beyond their current networks and form teams that involve a combination of different abilities. However, networking and team building is extremely difficult because employee data is disorganized and inaccessible.
One EY, a consolidated profile and networking platform built to optimize employee and company resources to facilitate cross capability collaboration. By leveraging existing data in EY's internal cloud tools, One EY helps create a more connected EY workforce by
1. Leveraging institutional knowledge
2. Optimizing resourcing
3. Facilitating cross capability collaboration
One EY’s simple and intuitive search engine helps bridge the gap between organizational silos. Search and filter by skills, experience and business unit to discover new connections in seconds.
One EY's visual employee profiles provides context for each of your colleagues. Helping everyone understand what they do, what they know and how to reach them.
Easy Engagement Maintnence
One EY pulls from existing databases, so employee's profiles are automatically updated when an engagement closes. The new "CV maintenance" flow no longer requires employees to upload a word document to their profile, eliminating the duplication of work.
With engagement and employee data all in one place, staying up to date with your units capabilities is a breeze. Managers can tap into service lines secret talents to ramp up the speed of business at every level.
One EY arms Experience mangers with the tools and automated workflow to navigate through EY's complex enterprise to find the right people for the right engagements every time.
To understand the current workforce and labor landscape , we did extensive research on economical, technological and scientific trends related.
After that, we synthesized the contextual research and gained insights from our stakeholders to establish the research goal:
- To understand the users' current networking and team building process and pain points.
- To learn what platforms currently exist at EY, their primary use cases, and the source of data existed in each platform.
We interviewed 9 employees at EY Digital Transformation to learn the current ways and tools they use for networking and team building, as well as why they network.
Insights on Users
After the interviews, we divided users into two groups and summarized their common goals based on groups. We also connected the goals with the current channels used by employees and managers, and found out the major pain point is EY's own networking and CV system.
Redefine the How Might We's
Our sponsors revised the constraints for our solution after reviewing our research findings. And we were given a series of new operating principles:
Assume there is a proper database of engagement summaries, goals, and deliverables that the platform can access.
Ignore NDA governance
Assume employee CV maintenance is tied to performance metrics
In response, we adopted a blue-sky mindset and listed out the opportunities for our design.
Employee Profile Redesign
-Introduce context into the profile system.
-Restructure data to increase usability
-Make it easier to discover who does what in your unit.
-Single source of truth for engagement history + documents.
-Create a search architecture that matches the mental model
of how employees view EY, not how "EY views EY."
-Eliminate duplication of work
-Decrease effort to maintain CV
-Make all engagement information transparent
to entire organization to increase shared institutional knowledge
Automated groups of people and search criteria
-Employees: contacts, learn
-Manager: keep tabs
-Experience Manager: increase resourcing efficiency
New User Journey Map
We created the new user journey map based on two stakeholder groups: Employee and Manager, and mapped out the new user goals, touch points and feelings we want them to have through our ideation.
A single search query could mean many different things. For example, the term "UX design " could be a skill, a engagement deliverable, or a role within a business unit.
Our goal was to create a search engine that could interpret the context of a query and offer employee, business unit, and engagement profile suggestions to the user. To achieve this, we created an indexing system that defined the relationship of each attribute to the three profile page types.
Profile Page Functionality
Testing with users
After creating the wireframe and first iteration, we ran through a scenario-driven testing exercise with 14 EY Digital Transformation employees to validate our assumptions on what search filters people prioritize in different working scenarios.
We created 4 prompts inspired by our field research:
Knowledge Seeking Focus
Each participant was directed to read the prompt and put stickers on the top three search filters that would most likely help them discover the individual or asset they were seeking.
The result showed that 66% of the filters selected fell under the categories of engagement experience and skills, which validates our assumption in the first iteration: The information not present in EY Discover (Engagement History) seems to be the most valuable information for finding people, knowledge and documents.
Revising the design
However, the results also provided us invaluable information to reiterate our filter priorities. It shows that when employees are searching for people, the top 3 attributes they choose to prioritize are different from our original assumption. In response, we changed the filter priorities based on the testing results.
What I learned
Design for a large enterprise is challenging. I learned that in order to dig into the real problem, we need to understand the organizational and business structure as a whole first. I also got the experience learning how to conduct user interviews to understand user needs and design questionnaires for user testing.
In addition, working with a large company certainly creates constraints such as internal regulations and protocols. However, I learned to work with the constraints and try to keep iterating and testing to find the best possible solution, and create designs that benefits both the individual employees' needs and the growth of a company as a whole.
I worked on this project with my team throughout the entire semester, during which I also learned to leverage my skills and strength, as well as effectively communicate with my teammates who have diverse backgrounds.