Pulse series
Pulse series
UI/ UX, Design workshops
Role: Lead Designer
Feature crew: 1 Designer, 1 PM, 1 UX Researcher, 4 Engs
Final Phase 2 design
Final Phase 2 design
Opportunity
With high priority placed on Copilot sales and adoption with Microsoft customers within our larger Viva 2024 strategy, our main strategy for Pulse series focused on change managers, their cohorts and how Pulse can support them. Working with my feature crew, including a people scientist, I quickly built a vision prototype of a Pulse series curated for change managers to get initial feedback and buy-in from several partner teams we worked closely with to get a genuine idea if this would be helpful for change managers. This went through many senior leadership reviews to gain feedback and the green light to implement.
The idea of a pulse series was net new work to build into our experience. Our GA MVP experience had only included a library of single templates related to wellbeing, hybrid work, project management, and productivity curated by People Science for people managers and derived from our Glint product. This is the second of two features that was accelerated in Spring 2024 FHL (Fix Hack Learn) for our team.
With high priority placed on Copilot sales and adoption with Microsoft customers within our larger Viva 2024 strategy, our main strategy for Pulse series focused on change managers, their cohorts and how Pulse can support them. Working with my feature crew, including a people scientist, I quickly built a vision prototype of a Pulse series curated for change managers to get initial feedback and buy-in from several partner teams we worked closely with to get a genuine idea if this would be helpful for change managers. This went through many senior leadership reviews to gain feedback and the green light to implement.
The idea of a pulse series was net new work to build into our experience. Our GA MVP experience had only included a library of single templates related to wellbeing, hybrid work, project management, and productivity curated by People Science for people managers and derived from our Glint product. This is the second of two features that was accelerated in Spring 2024 FHL (Fix Hack Learn) for our team.
Goals
Attract large team leaders
Attract large team leaders
Continue to deepen our people manager experience, while expanding to M2 and change leaders who manage larger teams and are focused on change
over time.
Continue to deepen our people manager experience, while expanding to M2 and change leaders who manage larger teams and are focused on change over time.
Drive customer deployments
Drive customer deployments
Support Copilot readiness and faster adoption with Microsoft customers.
Help companies identify issues and adoption blockers over a period of
time with licensed users.
Drive incremental improvements with frequent assessment and timely action-taking for effective adoption with our People science backed templated series.
Support Copilot readiness and faster adoption with Microsoft customers.
Help companies identify issues and adoption blockers over a period of
time with licensed users.
Drive incremental improvements with frequent assessment and timely action-taking for effective adoption with our People science backed templated series.
Increase customer base
Increase customer base
Expand customer awareness in order to increase new user base with our 4 growth bets.
With Pulse integrations in the greater Viva ecosystem, find a home within Insights workbench or Glint to provide more advanced reporting and ability to combine organizational data sets for leaders.
Expand customer awareness in order to increase new user base with our 4 growth bets.
With Pulse integrations in the greater Viva ecosystem, find a home within Insights workbench or Glint to provide more advanced reporting and ability to combine organizational data sets for leaders.
Success metrics
Adoption rate: 20% of eligible users try pulse series in first 3 months
Adoption rate: 20% of eligible users try pulse series in first 3 months
Pulse response rate: >60% on average
Pulse response rate: >60% on average
Drop off after first pulse: <30%
Drop off after first pulse: <30%
User roles
Change Manager
Change Manager
The Change Manager is our hero user role in our copilot adoption story. They are primarily focused on the people side of change.
They are responsible for managing the transition of employees from a current state to a desired future state.
The Change Manager is our hero user role in our copilot adoption story. They are primarily focused on the people side of change.
They are responsible for managing the transition of employees from a current state to a desired future state.
Recipient
Recipient
Recipients are ICS (individual contributors) in a team or cohort under a change manager. We are designing for recipients so they feel safe, supported, and connected when leaving feedback for surveys.
Recipients are ICS (individual contributors) in a team or cohort under a change manager. We are designing for recipients so they feel safe, supported, and connected when leaving feedback for surveys.
HR Tech P0 Designs
Our first hard deliverable was for the HR Tech conference in the end of September. To move fast for such a quick turnaround, I moved quickly into delivering design after we received feedback from an internal client who was a change manager and got our first sign-off in an SLT review. To accelerate the process, our team which was remote all traveled to our Mountain View campus to get together and workshop ideas to prioritize deliverables and understand eng constraints.
Our first hard deliverable was for the HR Tech conference in the end of September. To move fast for such a quick turnaround, I moved quickly into delivering design after we received feedback from an internal client who was a change manager and got our first sign-off in an SLT review. To accelerate the process, our team which was remote all traveled to our Mountain View campus to get together and workshop ideas to prioritize deliverables and understand eng constraints.
Workshop with Pulse pms and engs
Workshop together to accelerate this work and figure out feature prioritization and engineering constraints. There was a lot of complexity in creating scheduled surveys.
Workshop together to accelerate this work and figure out feature prioritization and engineering constraints. There was a lot of complexity in creating scheduled surveys.
In tandem we were also figuring out what additional features that we had backlogged that could be become
a part of this larger feature work.
In tandem we were also figuring out what additional features that we had backlogged that could be become a part of this larger feature work.
P0 Final Designs
These were quickly created for HR Tech deliverable in late September. We had to largely work within the current framework and flow of survey creation. I also looked beyond at how things would scale to our vision so there would be little tech debt.
These were quickly created for HR Tech deliverable in late September. We had to largely work within the current framework and flow of survey creation. I also looked beyond at how things would scale to our vision so there would be little tech debt.
Create series page
Create series page
Add recipients, change timeline date, and add notes
Add recipients, change timeline date, and add notes
End-to-End Change Manager scenario building
End-to-End Change Manager scenario
building
Shortly after HR Tech, we continued to workshop and build scenarios for the change manager user role looking at series creation, series in progress, and reporting aspects. We also wanted to capture the entire user journey of getting into Viva Pulse to start a series and where more complex data reporting could be accessed outside Pulse. There was a lot of ambiguity in this end to end journey and we still had a lot of questions. We looked across the entire Viva ecosystem for meaningful entry points for Viva Pulse and where actual reports and data could live as likely outputs for a change manager.
Shortly after HR Tech, we continued to workshop and build scenarios for the change manager user role looking at series creation, series in progress, and reporting aspects. We also wanted to capture the entire user journey of getting into Viva Pulse to start a series and where more complex data reporting could be accessed outside Pulse. There was a lot of ambiguity in this end to end journey and we still had a lot of questions. We looked across the entire Viva ecosystem for meaningful entry points for Viva Pulse and where actual reports and data could live as likely outputs for a change manager.
Workshop goals
Workshop goals
• Take the perspective of a change manager
• Take the perspective of a change manager
• Define and prioritize critical user journeys
• Define and prioritize critical user journeys
• Identify goals, gather information, and map it out
• Identify goals, gather information, and map it out
• Reflect on the experience. Discuss key takeaways
and get alignment on flow and scope
• Reflect on the experience. Discuss key takeaways and get alignment on flow and scope
Post workshop, end to End change manager’s journey
After the workshops, I revisited a larger E2E journey map that I had created to continue building so I could gain a better understanding of gaps that we still need to solve for.
After the workshops, I revisited a larger E2E journey map that I had created to continue building so I could gain a better understanding of gaps that we still need to solve for.
Private preview customer group
As the series work progressed and after we shipped MVP, we worked with a growing number of interested Lighthouse customers who were building upon our initial client base to cover a more diverse range of customer concerns. For private preview, our internal customer group grew to Novartis, Adobe, Paypal, and Nasstar.
As the series work progressed and after we shipped MVP, we worked with a growing number of interested Lighthouse customers who were building upon our initial client base to cover a more diverse range of customer concerns. For private preview, our internal customer group grew to Novartis, Adobe, Paypal, and Nasstar.
Outcome
• Achieved high participation across multiple Pulse cycles with our Lighthouse customers, indicating strong team engagement with ongoing feedback
• Achieved high participation across multiple Pulse cycles with our Lighthouse customers, indicating strong team engagement with ongoing feedback
• Increased manager-led follow-up actions, as recurring insights enabling more targeted conversations around Copilot usage
• Increased manager-led follow-up actions, as recurring insights enabling more targeted conversations around Copilot usage
• Identified early trends in Copilot adoption and perceived value across teams
• Identified early trends in Copilot adoption and perceived value across teams