How can you design a solution for 4 different target groups in 4 weeks? – Talent Place
Have you ever worked on a project that seemed to last forever? A lot of hard work, more and more improvements, growing irritation, and finally, instead of being satisfied with a job well done, you just feel relieved that the project “is finally over”. Is there a way to avoid this?
Not only redesign
At the beginning of the year we faced the challenge of redesigning the website for Talent Place. Usually when we hear about redesign, we imagine visual changes, but we believe that there is more to the changes than just appearance. The basis of a good website is proper communication of UVP (a unique value proposition for the target group), so we decided to look for it in the aspect of company communication.
Talent Place is a company that creates recruitment solutions based on a community of remote recruiters. In its activities, it connects employers, recruiters and candidates, making recruitment more qualitative and human. In addition, it also acquires candidates for internal positions in its company.
But how to achieve real value for 4 different target groups in just 4 weeks?
Get to know your customer
If we want to create a good product, we must first understand the customer’s business and needs – that’s why we started the project with a workshop with the TalentPlace team.
Our goal during the workshop was to find answers to following questions:
- What is the reason for starting the project? – motivation
- What effect do we want to achieve? – aspiration
- Who can help you? – team
- Who is our target audience? What is important to them? – personae
- What is the difference between Talent Place and existing alternatives? – UVP
In the beginning, using the Team Canvas tool, we verified the customer’s goal and established a common project goal. The tool also helped us to find out what role the participants of the workshop play in the team (there were as many as 12 of them!) and how they can help us in later stages of the project.
We asked the workshop participants to write on post-its what in their opinion distinguishes Talent Place from the competition (what is important – in the hall we had representatives of various departments so that they could comment on each of the 4 perspectives we were interested in). Afterwards, the team, discussing, chose together the distinguishing features that are the most important for them.
Selected features of Talent Place:
- Challenging the status quo in the recruitment industry
- Supervision of the recruitment process through constant contact with the customer and the candidate
- Having a unique community of remotely working recruiters who feel part of the company
After determining the distinguishing features, we started to characterize the target groups. From the beginning of the project we knew which groups we wanted to reach, but we did not know what their main goals and needs were. In order to verify this, we used the proto-persona tool, which allowed us to create a preliminary profile of website users.
The proto-persona, like any other tool, is worth modifying to match the questions to the product we are currently creating. What did we want to know about users this time?
- Who are they?
- What are their goals?
- What is important to them?
- What are their problems?
- How do they solve problems at the moment?
- On what basis do they make decisions?
Answering these questions allowed us to establish assumptions regarding customer segments. Thanks to this, in the further part of the project we were able to work on a UVP tailored to each of the 4 groups of customers of our product.
By setting our goals internally, we knew what knowledge we wanted to have in order to continue working effectively. One day enabled us to gather the necessary information. What we still lacked was the validation of hypotheses about the target groups – after all, the knowledge we gathered during the workshop was to a large extent only the assumptions of the participants – and we needed to confirm them.
As working in lean methodology enables us to change our strategy (when justified), we decided to slightly modify our initial plan.
Why did we do that?
Week 2 and 3
Bend the rules
Thanks to the change of strategy, instead of designing lo-fi models and spending two weeks on design, we decided to create higher-order models and introduce into them the content that we wanted to verify with users. This change allowed us to move very quickly to product testing.
Talk to the user
Do you remember the assumptions we worked out at the workshop? Now is the time to verify them. But how to do it effectively with such a limited time? Corridor tests, that is, the “review” of what we already have with users, come in handy.
Thanks to the “Team Canvas” carried out during the workshop, we knew who to contact to reach out to specific target groups. Within 3 days we were able to perform up to 12 usability tests.
Thanks to the “Team Canvas” carried out in the workshop, we knew whom to contact to reach the various target groups. Within 3 days we managed to carry out as many as 12 usability tests.
The collected feedback allowed us to refine the mock-ups on an ongoing basis, and due to the constant cooperation with the client, the content of the website was also refined at the same time.
It is good practice to keep the client informed about what is going on in the project. After just 2 weeks of work we received positive feedback from Przemek Kadul, CEO of Talent Place:
At first I was very worried that I would have a lot of comments to make on what you were preparing and that everything would have to be upturned and that we wouldn’t understand each other. But you are doing a good job, it makes sense.
Thanks to this, we knew that the project meets the expectations of our client.
The final stage of the work was a design project of the website, which focused on showing the innovation of Talent Place. In lean methodology, the basis is to deliver a solution in the quickest and easiest way possible, using the potential of the team members, which increases efficiency. That is why we worked on design in a 3-person team of UX/UI Designers. During one week of simultaneous work we generated (as many as!) 15 files. We were constantly passing on the results of our work to developers, so they could start implementing the site based on hi-fi mockups, which took place in the third week of our work.
You can view this project live on: https://talentplace.pl/
Within 4 weeks we created not only a new website design, but also together with the client we worked out a new form of communication, emphasizing the uniqueness of the Talent Place brand in the recruitment market. Thanks to the Lean UX process we helped to significantly accelerate the implementation of the new website.
What has allowed us to achieve such an effect?
- understanding customer needs
- regular contact with the customer
- permission to implement modifications
- validation of assumptions
- permanent cooperation in the project team (both with Talent Place team and internally)
The best confirmation of a successful project is a satisfied customer :).
In cooperation with Asia, Paula and Tomek, two issues were exceptional for me. First of all, understanding business. It is always a challenge to find someone who’d join an organization and understand how it works in a short time. In our case, the situation was complex, because it was necessary to reconcile the interests of many target groups and the Project:People team managed to do it without any mistakes. Secondly, the cooperation itself. I have an impression that there was no division between the customer’s side and the agency’s side during the project. We acted as one team, which on an equal, high level cares about the implementation of the project. And by the way, the project is just wonderful, well done 🙂 – Bartosz Furtak, during the project of the Marketing Strategist project at Talent Place.
See the project on our behance:
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