Client: Student project at Universitat Oberta de Catalunya
Industry: Outsourcing of services
My role: Service designer, UX designer
More than 1,250 employees, 12 locations in the same city, and a limited budget to mobilize them. How to efficiently mobilize employees between different locations? With a platform that centralizes the delivery service thus helping to reduce costs while avoiding manual processes and generating indicators that allow the improvement of our service.
To start, why?
Efival is an academic project carried out in the Multimedia Applications Masters Degree. Within the scope is intended to make the ideation process, UX/UI design, brand design, prototype development and an application with a real client for user testing. The company with which the validation and development process was done is Coomeva Servicios Administrativos (CSA).
CSA is a company with 1,250 employees that work as a shared services center for the other companies of the Coomeva Group. Currently, this company spends 7 million Colombian pesos per month on taxi vouchers payment. The 15 companies of the Business Group experience this same situation and this concept represents a very high economic value with which they do not want to continue.
Understanding bussiness needs
CSA wants to reduce the expenditure of money on transportation, to improve transportation times, and to be able to track the expenditure of the budget assigned to each area.
In terms of social responsibility, it seeks to reduce the time its employees spend on travel, encouraging the use of shared transport, contributing to the mobility of the city and reducing CO2 emissions.
Finally, they hope this can be the pilot of a service they could add to their portfolio and offer it in the future as their own service for the rest of the Group’s companies, using the current infrastructure and having in mind the limitations of mobile data of their employees.
Gathering insights from users
Our research begins by documenting the current status of taxi voucher service usage, gathering information from users and entities involved in this service delivery.
We started with the creation of a matrix that allowed us to cross the stakeholders involved with the sources of information we had available to clarify the current problem.
After obtaining the information of the service inside the company, we decided to make a context analysis, and look for tendencies from the sector and possible solutions created by similar businesses.
In order to understand the relationships between all the entities involved in the service, we started to search for users as well as for the most common usage scenarios within the company, grouping them by main characteristics and major shortcomings. In the end, we were able to detect the 3 most representative people and the ideal use scenario for each of them.
Having our users set, we started a UCD process using the ladder technique concept to define from all these user requirements what were the real needs of the company and the expectations of the people who would use the service.
At this point, we had a first approach to the service scheme and defined the basic functionalities it should provide: to generate savings, have service metrics and facilitate the use of shared transport between collaborators.
We did observation exercises, surveys and interviews with employees to detect what they hear, what they think, what they see, and what does the company say about the problem.
With the technique of Jobs To Be Done, we looked for the main pains and the main yearning of each user.
With all this information, we started detecting unsatisfied needs.
With the main pains of the users and the motivators, we generated a service proposal according to the business and the needs of the company.
Findings from interviews and surveys
We detected that there was an indiscriminate expense in the number of transport vouchers, and until that moment they had not defined clear ceilings or a budget management policy.
In many cases in which people needed to travel, the head of the area in charge of signing the voucher was not there, a situation that generated discomfort and wasted time.
Each area had between 1 or 2 people in charge of making this process totally manual: on paper, they wrote down who was given the vouchers, while the reports and accounting were generated and kept in Excel books. This activity took an average of 15 hours a week.
We found frequent routes and schedules, which made it possible in the future to think of predefined routes in those time lapses.
Some positions required urgent trips that could not be planned and did not meet a monthly request pattern.
Efival is a web platform with which the company can manage transport vouchers in an agile and efficient way, improving the service for their collaborators, generating savings and contributing to the reduction of environmental pollution indexes by CO2.
User centered design
It was complex to get people with different managerial and operative positions to ride in the same vehicle; there were cultural clashes and cases where it was impossible to force managers to share their transport.
Some users raised the idea of creating Efival same service for those who have children in schools with a school route.
Due to Wi-Fi limitations in the company’s facilities and the fact that not everyone had mobile data, it was necessary to have a person in charge of manage the platform to receive and assign the transport vouchers requested by the employees.
A work plan was submitted to the company for implementation, specifying each of its phases and the activities that were needed to achieve it.
This project was developed in 8 weeks.
Carlos Narváez – Mechanical Engineer
Vanessa Alis Orozco – Service Design
Marcela Franco – Economist
David Portilla Saldana – Frontend / UX
Elena Rodriguez – Business Administrator
Special thanks to José Andrés Moncada and Maria Clara Betancourt for advising us on this process.