Deloitte was looking reimagine the wellness experience for its staff. Previous research had shown that the wellness benefits did not meet employee needs. Junior staff took about 4 days of vacation, while the senior employees took about 15 or more. This variance causes a problem for Deloitte on their balance sheet and unused vacation days become a liability for the company. In response, Deloitte collaborated with a travel partner to find ways to help employees take a vacation.
Deloitte is constructing a brand new digital platform where employees can use their benefits towards travel and vacations. I worked with the team to construct a MVP platform that allowed employees to use their benefits towards travel and vacations in a personalized fashion.
We started off by conducting generative and co-design sessions with Deloitte employees to understand their experiences taking and planning vacations.
We learned about how different types of travellers plan vacations, and we introduced them to the concept of “travelization” within the workplace. Based on our findings from earlier sessions about employee travel behaviour we found six main insights:
We conducted generative sessions to understand the employee’s perception towards vacation.
Deloitte employees experience stress about asking for permission to take a vacation, due to the fear of disappointing team members, the pressure to be “always on, always available,” and/or self-imposed guilt.
Employees expressed the need to get the most out of their vacation days and shared that the decision to use them is not made lightly. Employees want to feel like they have done everything possible to ensure a high-quality trip. As a result they book vacations using websites that have a positive brand reputation, trustworthy reviews, and offer guaranteed satisfaction.
Employees spoke highly about Deloitte’s presence, vast reach, and global connections - an enticing proposition that they would like to leverage to elevate their travel experience.
“I trust my Deloitte colleagues”
Most people enjoy the process of exploring travel options and don’t want to give up the ability to customize. Although our users want to receive offers that are personalized, they do not believe that Deloitte has enough data to have insight into their vacation preferences.
Employees expressed discomfort with the notion of sharing a more personal information like social media accounts, in exchange for personalized travel offers. They worried that exposing “the raw and unfiltered version” of themselves could have negative repercussions on their life at work.
Finally, we sought to test value propositions with people. We orchestrated an evaluative session where we tested three distinct value propositions with employees to understand their levels of comfort with seeking travel experience from the employer’s brand.
Once we had conducted both workshops, we created a journey map based on our findings.
The journey map has five stages:
Entice: Initiate employee vacations by reducing the bureaucracy frictions and motivating them.
Enter: Employee begins using the service.
Engage: Employee interacts with the service by updating their preferences, surveying the suggested packages and choosing one.
Exit: Employee has made a purchase and gets a confirmation.
Extend: Employee returns from vacation and is back in the office.
We then created a list of artifacts that might be needed for each stage.
Since the platform will offer travel suggestions, we constantly collaborated with Deloitte’s data and AI team to understand the type of data we can pull on each employee and what type of interaction points will be needed to feed the AI engine in the backend. We used this to develop the UX flow for the platform.
Once the research was completed, we created wires and a moodboard, which were then turned into high-fidelity screens.
Once all the wireframes were tested and completed, we started to create a visual mood board for the artistic direction.
We narrowed down three styles that we wanted to work with. The first board we created drove inspiration from magazines like Wallpaper, which uses a very pastel colour palette and has a sense of exclusivity. The second board drives inspirations from the “Swiss Style” of design, which contains bold typography and colours. The third board is based on current styles that we see on sites like dribbble.
However, when we presented the mood boards, we got push back from the Deloitte internal team that it had to be branded for Deloitte and feel like it belongs to the Deloitte ecosystem. They allowed us to change certain things like the grid system and the secondary font but we had to follow the rest of the Deloitte brand guide.
We decided to use the Deloitte Digital brand over the standard Deloitte brand kit. This is because the Deloitte Digital brand kit contains the Chronicle Display font. We wanted to ensure the platform had an exclusive and luxury feel to it. Once we designed all the screens, we created an invision prototype for usability testing. During testing, we found that certain pages needed to highlight the copy for the CTAs and that the search process needed refinement.
There were other little nuances that caught users off guard.
Underneath the search there is a section called “Our Top Pick for You”. This section highlights top packages for the user based on answers we received from the on-boarding questions and the various data points that are being fed into the AI engine. When we originally designed the section, there was no percentage match listed. Users were confused as to how this package was being recommended and felt a bit creeped out by it.
To eliminate this problem, we added a percentage match to show that “Our Top Pick for You” is being recommended through the user input and the user data being fed into the AI engine. This helped remove the confusion.
When we initially began this project, our objective was to re-envision how people book travel. We took a blue skies approach to the project and decided to re-envision travel from start to end. To migrate this challenge we conducted several iterative debriefing sessions to make sure we were in-tune with the requirements.
Our greatest learning as a team was that we lacked an understanding of the travel partner’s current platform. To alleviate this problem conducted competitive analysis to better understand the problem space and challenges.