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Employee Experience Redesign


Looking inward to learn and evolve, I conducted a 9-month analysis of the employee experience within the company, from the first touchpoint through growth and towards an exit point, with the intent to innovate in areas of opportunity. 

The employee-centric solutions took shape as a collection of 20 initiatives individually designed to address pain points from different milestones along the employee journey.

My Role

Lead UX Designer

The Team

3 UX Designers. Director of UX. Any and all employees who volunteered their input and past experiences, or participated in the interview stage. 


Employee Research. Competitive Analysis. Google Docs. Sketch. 20 ft Wall. Stickies. Whiteboard. Keynote. Excel. 

The Process

Employee Interviews

Starting at the micro-level, I conducted interviews with 12 employees of varying age, job titles, client-sets, and duration of employment. Pulling from my interview notes, I wrote out 150+ anonymous sticky notes, each containing a single thought, idea, complaint, or touchpoint. 

Best-in-Class Research

Before organizing the insights, I researched and collected examples of companies who implement a purposeful and positive employee journey. This included companies that utilize great on-boarding strategies as well as those who effectively balance their employees' reward and recognition processes. 

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Journey Mapping

The typical employee journey was our map structure and was filled in by the 150+ sticky notes. After every sticky note had a home, I connected touch points, pain points, expectations, and needs. Any missing or dysfunctional parts of the journey were highlighted and made more tangible as a point of ideation.

Physical Wall

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Digital Wall

Empathy Mapping

Adding emotion to the journey map allowed me to identify opportunities for improvement, or areas that we could ideate around. 'The wall'  was rebuilt with the addition of the desired outcomes and emotional aspects, from both the employee and employer points of view. 


Psychology Tools

We gained a deeper understanding of underlying problems with the help of traditional human behavioral theories. Reframing the problems with Maslow's Hierarchy of Needs and Vroom's Expectancy Theory allowed for ideation with the intent of real impact on the lives of employees. 

Maslow's Hierarchy of Needs


Vroom's Expectancy Theory


Content Strategy

I contributed as both a UX designer and a content strategist, leading the content strategy through the directional content in my wireframes.

Strategy Blueprint

Using a standard UX strategy blueprint for the ArnEX project was crucial to us getting traction within the company to move the project forward. The simple tool communicates the major information about the project, answering questions such as 'why are we doing this', and 'how do we know how well it works?'.



Structured Brainstorm

I led a 1-hour brainstorm with a group of 12 employees focused on 4 key milestones: 1st day at Arnold, 30th day, 90th day, and 1 year anniversary. We separated into 2 groups and in timed segments, ideated and dot-voted to pick our favorite ideas. 

To play, press and hold the enter key. To stop, release the enter key.

Define Measurement of Success

With a list of 20 initiatives to launch, the team and leadership collaborated to define a measurement plan.

When measuring the success of the individual initiatives, we would rely on the feedback channel chosen by each initiative leader;  a survey, change in employee behavior, etc. Each initiative would go through a trial period to learn and adjust initiative designs.

When measuring the overall ArnEX project success, we chose to measure success through the annual employee survey. This survey is curated to ask about employment elements including happiness, motivation, company transparency, and more. Because this project stemmed from a concern raised in the company survey results, we will measure our success by comparing survey results.

Game Plan for Individual Initiatives

The Results

The results of the project are ongoing. My former mentor continues the initiative I owned and ran, Things I Wish I Knew, a skill sharing program for employees. Additionally, the yearly employee survey showed an improvement in employee engagement, with room still to improve and learn.

Initiative Proposal

Ongoing Classes

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Learnings & Unique Obstacles

The external team had limited experience working with a UX designer, requiring me to dial into the nuances of the business and audiences, improving my practice of empathy along the way. This project challenged me to demystify the UX process.

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