Case Studies

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 take forever? A lot of work effort, more and more amendments, increasing irritation, and finally instead of satisfaction in the job well done you feel only relief that the project “is finally over.” Is there a way to avoid this?

Not just a redesign

At the beginning of the year, we were faced with a challenge to redesign a website for Talent Place. Typically, when you hear redesign, you imagine visual changes, but we believe that change is more than just a look. The foundation of a good site is the correct UVP (unique value proposition for the target group) communication, so we decided to look for it in terms of company’s communication aspect.

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.

Only how to work out the real value for 4 so different target groups in just 4 weeks?

Week 1

Know your customer

If we want to create a good product, you need to first understand the business and customer needs – that’s why we started the project with workshops with the TalentPlace team.

Our aim during the workshop was to find answers to the following questions:

  • what is the reason for the start of the project? – motivation
  • what result do we want to achieve? – target
  • who can then help us with that? – team
  • who is our customer? what is important for them? – personas
  • what makes Talent Place stand out? how is better to existing alternatives? – UVP

Team Canvas

At the beginning, using the Team Canvas tool, we screened the target customer and we determined a common goal for the project. The tool also helped us to learn about the role each team participants play in the workshop (there were as many as 12!) and how they can help us in the later stages of the project.

Characteristics

We asked the workshop participants to write on post-its what they believed made Talent Place stand out among the competition (what’s important – we had representatives of different departments in the room, so they could comment in each of the 4 perspectives that were of interest for them) . Then following a joint discussion, the team selected the characteristics that were most important to them.

Selected characteristics of Talent Place:

  • Questioning the status quo in the recruiting industry
  • Care over the recruitment process through constant contact with the client and candidate
  • Unique community of recruiters working remotely who feel part of the company

Proto-Personas

Once the characteristics were determined, we started to determine characteristics of target groups. From the beginning of the project we knew which group we wanted to reach, but we did not know what were their main goals and needs. To verify this we used a proto-persona tool which allowed us to create an initial user profile page.

Proto-persona, like any other tool, should be modified it to match the questions to a product that we currently create. What did we want to find out about the users this time?

  • Who are they?
  • What are their objectives?
  • What is important to them?
  • What are their problems?
  • How do they solve problems at the moment?
  • On what basis do they make decisions?

The answers to these questions have helped us determine assumptions about customer segments. Thanks to this, at a later stage of the project, we could work on the UVP adapted for each of the 4 groups of our product.

Summary of a workshop

Thanks to prior internal fixing determination of objectives, we knew what knowledge we wanted to obtain to be able to continue to work effectively. One day allowed us to gather the necessary information. What we still lacked was a validation of the hypotheses concerning the target groups – – in the end, the knowledge that we have gather during the workshop, in large part was only participants’ assumptions – and we needed to confirm them.

Since working in the lean methodology, we can afford to change strategy (when this is justified), we decided to slightly modify our initial plan.

Why did we do this?

Week 2 and 3

Bend the rules

By changing the strategy, instead of designing lo-fi models and spending two weeks on a design, we decided to create a models of a higher order and introduce content that we wanted to verify with the users to them. This change allowed us to very quickly pass to product testing.

Talk with the user

Do you remember the assumptions that we have developed during the workshop? Now is the time to verify them. But how can we do it effectively with such limited time? Passage tests are coming to the rescue, i.e. the “review” of what we already have developed with users.

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.

The gathered feedback allowed us to continuously update the models and due to the ongoing cooperation with the customer, we were able to simultaneously refine the content of the page.

It is good practice to inform the client up to date about what is happening in the project. Already after the 2 week of work, we received positive feedback from Przemek Kadula – CEO of Talent Place:

At the beginning I had big concerns that I would have a lot of comments to what you would prepare and that we would need to flip everything upside down, that we did not have a common understanding, but you are doing a good job, it all adds up.”

Thanks to this we knew that the project met our client’s expectations.

Week 4

Cooperate

The final stage of the work was the site design project aimed to present innovativeness of Talent’s Place. Lean methodology is based on providing solutions in the fastest and easiest way using the potential of the team members which increases efficiency. Therefore, we were working on the design in a 3 person team of UX/UI designers. Within a week, we generated in parallel (as many as!) 15 files. We regularly passed the results of our work to the developers, so that they could begin to deploy the page based on hi-fi models, i.e. already in the third week of our work.

You can see the live project at: https://talentplace.pl/

Summary

Within 4 weeks, we created not only a new site design, but also together with the customer we developed a new form of communication, stressing the uniqueness of the brand of Talent Place. Through the process of Lean UX, we helped to significantly speed up the process of implementation of the new page.

What enabled us to achieve this effect?

  • understanding customer needs
  • permanent contact with the client
  • consent to changes
  • validation of assumptions
  • constant cooperation in creative team (both with Talent Place team and ours internally)

The best proof of a successful project is a satisfied customer:).

“In cooperation with Asia, Paula and Tomek, two issues were unique for me. First – understanding of the business. It is always a challenge for someone to enter the 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 Project: People carried it through flawlessly. Secondly, the cooperation itself. I am under the impression that the project was not split into customer and agency. We acted as one team which wants to execute a project on the same, high level. Well, and on a side note – the project is simply beautiful, good job:) “- Bartosz Furtak, during the project of the Marketing Strategist project at Talent Place.

See the project on our behance: https://www.behance.net/gallery/78169459/Talent-Place-UX-UI-Design

Tools:

Team canvas: http://theteamcanvas.com/

Personas: http://www.businessdesigntools.com/portfolio-items/persona-canvas/

You might want to read:
https://www.linkedin.com/pulse/co-si%C4%99-dzieje-gdy-ux-nie-idzie-w-parze-z-biznesem-czyli-ostafin/

Project team, i.e. who was responsible for what

Author of the Case Study

Paulina Procner Lean UX & UI Designer at Project: People
Pracuję głównie przy projektach stron i aplikacji. Jestem w procesie od początku do końca. Od pierwszych rozmów z klientem, poprzez szeroko pojęte działania UXowe, tworzenie interfaceów, współpracę z programistami do finalnego wdrożenia produktu.

Case study isn't enough?

Would you like to learn about the whole process and how we could carry it out in your organization?

Let's talk!