Rethinking issuance and delivery of salary cards
Rethinking issuance and delivery of salary cards
Role: Product designer, UX Researcher
Role: Product designer, UX Researcher
Context
Context
Issuing and delivering payroll cards to clients was one of the most problematic areas in Sberbank salary project. The company spent millions of rubles on paper for printing contracts, expended vast resources on supporting old platforms, and inefficiently used the time of employees who delivered cards to clients.
Issuing and delivering payroll cards to clients was one of the most problematic areas in Sberbank salary project. The company spent millions of rubles on paper for printing contracts, expended vast resources on supporting old platforms, and inefficiently used the time of employees who delivered cards to clients.
Business goals
Business goals
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enhance issuance and delivery speed;
enhance issuance and delivery speed;
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reduce usage of paper;
reduce usage of paper;
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stop old systems supporting and migrate to a new platform for front and back office — SBER Pro.
stop old systems supporting and migrate to a new platform for front and back office — SBER Pro.
Research
Research
I started with "WHY" and conducted research to unveil the main problems of the existing salary cards delivery experience in different regions. To identify problems, I did:
I started with "WHY" and conducted research to unveil the main problems of the existing salary cards delivery experience in different regions. To identify problems, I did:
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interview with stakeholders. It was essential to be on the same page and understand their expectations;
interview with stakeholders. It was essential to be on the same page and understand their expectations;
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review and study of the current solution to understand the operating principle of the product itself and make notes on accessibility and overall usability criteria;
review and study of the current solution to understand the operating principle of the product itself and make notes on accessibility and overall usability criteria;
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interviews and usability tests with delivery teams in Moscow, Saint Petersburg, and Ekaterinburg. My aim was to grasp the practical workings of the process across diverse regions and team sizes, pinpoint the challenges they encounter, and determine potential solutions.
interviews and usability tests with delivery teams in Moscow, Saint Petersburg, and Ekaterinburg. My aim was to grasp the practical workings of the process across diverse regions and team sizes, pinpoint the challenges they encounter, and determine potential solutions.
I identified numerous pain points and goals and divided them into two distinct roles: managers who create requests, and teams who deliver cards to customers.
I identified numerous pain points and goals and divided them into two distinct roles: managers who create requests, and teams who deliver cards to customers.
Managers
Managers
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have to work in 3 different systems to receive requests, create applications and print papers;
have to work in 3 different systems to receive requests, create applications and print papers;
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hard to control team workload;
hard to control team workload;
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hard to track applications status.
hard to track applications status.
Delivery team
Delivery team
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the delivery process required two persons for every issuance (the number of cards didn’t matter) because they must keep cards and PIN codes separately for security reasons;
the delivery process required two persons for every issuance (the number of cards didn’t matter) because they must keep cards and PIN codes separately for security reasons;
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the bag with contracts for 100 cards issuance weighs 10 kg;
the bag with contracts for 100 cards issuance weighs 10 kg;
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hard to issue cards: need to find a contract and a card with a PIN code in 3 different bags.
hard to issue cards: need to find a contract and a card with a PIN code in 3 different bags.
Designing phase
Designing phase
I created a CJM to visualise the process and highlight all problems during different stages. It was important for us and for stakeholders to understand the real problems and how we can improve not just interfaces, but a whole process.
I created a CJM to visualise the process and highlight all problems during different stages. It was important for us and for stakeholders to understand the real problems and how we can improve not just interfaces, but a whole process.
Later with our team we created user stories, discuss constraints and priorities features for the first release.
Later with our team we created user stories, discuss constraints and priorities features for the first release.
Our solution was intended to become part of the new SBER Pro platform, designed to replace the front and back office systems with the hundreds of varied solutions that had been designed decades ago.
Our solution was intended to become part of the new SBER Pro platform, designed to replace the front and back office systems with the hundreds of varied solutions that had been designed decades ago.
It was my first task at Sberbank, so I met with design system team and designers from other teams to discuss their solutions and their approach to product design for their departments.
It was my first task at Sberbank, so I met with design system team and designers from other teams to discuss their solutions and their approach to product design for their departments.
The design of the new salary card issuance and delivery process was based on 3 main principles:
The design of the new salary card issuance and delivery process was based on 3 main principles:
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make it simple and accessible;
make it simple and accessible;
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focus on helping employees be more effective in their job;
focus on helping employees be more effective in their job;
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use existing patterns and design system components to save time on development and further improvements.
use existing patterns and design system components to save time on development and further improvements.
We carefully prototype and test every feature we want to ship, just to make sure we won't miss anything.
We carefully prototype and test every feature we want to ship, just to make sure we won't miss anything.
For managers, we completely revamped the request creation process and the overall dashboard, making it easier for them to assess team workload and create new tasks.
For managers, we completely revamped the request creation process and the overall dashboard, making it easier for them to assess team workload and create new tasks.
Furthermore, due to significant backend constraints during our initial launch, we were unable to automatically populate basic data, such as contact details and delivery information, directly into this system.
Furthermore, due to significant backend constraints during our initial launch, we were unable to automatically populate basic data, such as contact details and delivery information, directly into this system.
For delivery team, we have fully digitalized the process, and now they only need to carry a bag with cards and a tablet. There's no longer a need to print a large number of documents.
For delivery team, we have fully digitalized the process, and now they only need to carry a bag with cards and a tablet. There's no longer a need to print a large number of documents.
Customers can enter their PIN code and sign all the documents on the tablet, and they can find their copy inside the app in their personal account. If they wish, they can also print it out.
Customers can enter their PIN code and sign all the documents on the tablet, and they can find their copy inside the app in their personal account. If they wish, they can also print it out.
Delivery
Delivery
It took us around four months of design, iterations, prototype testing, close collaboration with PM and the team to get from a highly ambiguous concept with lots of hard-to-ship decisions to a solid design proposal.
It took us around four months of design, iterations, prototype testing, close collaboration with PM and the team to get from a highly ambiguous concept with lots of hard-to-ship decisions to a solid design proposal.
In our MVP we had to drop some cool yet not not critical for the first release features, such as:
In our MVP we had to drop some cool yet not not critical for the first release features, such as:
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deep integration with SberBusiness platform to auto-fill all forms during creating request;
deep integration with SberBusiness platform to auto-fill all forms during creating request;
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manager dashboard, to control workload more effectively;
manager dashboard, to control workload more effectively;
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request taxi to get to customer office.
request taxi to get to customer office.
It allowed us to reduce development time almost twice and still provide nesessary experience.
It allowed us to reduce development time almost twice and still provide nesessary experience.
Results and impact
Results and impact
We launched MVP in the Moscow region for 3 months in January 2021 and:
We launched MVP in the Moscow region for 3 months in January 2021 and:
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increased the number of issued cards by 10%;
increased the number of issued cards by 10%;
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reduce the average card delivery time from 8 to 4 business days;
reduce the average card delivery time from 8 to 4 business days;
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saved millions of Russian rubles on paper just for this process and supported Sberbank's ESG initiatives.
saved millions of Russian rubles on paper just for this process and supported Sberbank's ESG initiatives.
Learnings
Learnings
Collaborate with engineers and leadership early and often. It helped a lot to focus on users problems, be on the same page in this technically complicated project and get support from stakeholders and c-level managers in difficult situations.
Collaborate with engineers and leadership early and often. It helped a lot to focus on users problems, be on the same page in this technically complicated project and get support from stakeholders and c-level managers in difficult situations.
Planing and prioritising help to work more effectively and get results in short time. It helps to ask for resources in future and continue improving product with clear strategy.
Planing and prioritising help to work more effectively and get results in short time. It helps to ask for resources in future and continue improving product with clear strategy.