hireEZ's Pipeline Overhaul

Strategically revamped the pipeline to streamline the candidate management workflow for recruiters, resulting in a remarkable 16% boost in pipeline usage

About

Project overview

Recruiters juggle numerous openings, at times with over 1000 candidates in a pipeline. I redesigned the pipeline by making it more structured, automated and action-driven. This empowers recruiters to efficiently prioritize and take purposeful actions without feeling overwhelmed.

Team

1 designer (me)
1 product manager
6 full stack developers
2 data analysts

My Highlighted contributions

Current design and data audit
Strategic design decision making

Timeline

Sep 22 - Dec 22

What is the hireEZ pipeline?

The pipeline is a space for recruiters to manage their job requisitions and candidates through pre-defined customizable stages/hiring process. From the business perspective, the pipeline connects all key features of hireEZ together.

The problems

Recruiters were unsure of the actions to take when landed on the pipeline and were frustrated when managing the candidates. This left recruiters perceiving our platform as difficult to use, and contributed to low adoption and usage.

Together with a PM and the BI team, we conducted a thorough design audit and 4 contextual inquiries, revealing the major problems.

Problem 1 - an unclear path of action

At the first glance, it was extremely difficult to tell what the primary action to take is with up to 50 action buttons on one screen. During our user interviews, recruiters told us that they often got overwhelmed and would take a few sessions of training to remember and recall what to do.

Problem 2 - unmatched needs of candidate organization

In order to discover problems on a system level, I worked with a data analyst to look through all 1500 hiring processes/customized stages created by recruiters. We synthesized their workflow and found an overlapping pattern of candidate organization that could not be supported by our system - a secondary layer of mutually exclusive groups under the primary progressive stages.

(An example of a pipeline with customized stages before redesign)

Design challenge

How might we make the pipeline more systematic and action-driven?

An improved system of organizing candidates

A task analysis to capture every user action

Working with my product manager, we mapped out every possible user action on the pipeline including interactions of different roles in a recruiting team such as interactions between a hiring manager and a recruiter, based on the 1500 customized hiring processes we studied.

Translating the task analysis into a "Stage and Status" system

The user flow chart is translated into a stage and segmentation system that makes up the new information architecture of the pipeline. The additional layer of sub-groupings under the progressive stages follows the mental model of recruiters when they organize candidates and take actions accordingly. I chose to combine two existing design components to represent the sub-groupings as users were familiar with their meaning and function. I created a new visual design of the stages to represent its visual hierarchy more accurately.

More succinct and action-driven candidate cards

In order for recruiters to know what actions to be taken once they've landed on the pipeline page, I synthesized 3 types of info that were important for recruiters from user research. Iterations were explored and critiqued by the design team. The final design provides a clear action-taking status indicator and only relevant information for recruiters to review before taking an action. Statuses can be reassigned after an action is taken.

Final Design - an organized pipeline for action taking

By piecing the building blocks together, I designed a stage and status system that divides candidates in a stage further into subgroups with the concept of "status". To save time, recruiters can filter candidates by statuses and take bulk actions. Different stages have different corresponding statuses.

The "exported" page has a different view as the page acts as a status tracker which serves a different purpose from other stages.

Outcome

The percentage of users moving candidates down the pipeline increased by 16%

Within 3 months, 71% users gave a CSAT score of 4 or 5

Learnings

Tackling a systems problem through a structured approach

Change management protocols such as clear communications with the customer facing team and in-app user tutorials have to be taken when introducing a large change to a product

Taking bold steps to envision the future state of a product