Context
The Advisor Review Tool (ART)
The Advisor Review Tool, or ART, is an new tool RBC is building to track and more efficiently onboard Newcomer to Canada clients. One important feature of ART is Metrics, which help advisors and the RBC strategy team get a deeper understanding of client behaviour, identify blockers in the onboarding experience, and monitor advisor performance.
I led Metrics in ART, taking them from 0-1.
Advisor Review Tool (ART)
Personas
Who's Involved?
%20(1).jpg)
Exploratory Research
Learning more about advisors, their process, and their needs
With guidance from the lovely Nassim Ghrayeb, I ran 4 interviews on our advisors (leads and IC) and analyzed the findings.
Research Planning & Canvas
Designing a research canvas gave clarity on objectives, approach, participants, and session flow (the questions I would ask during the interview). It was especially helpful to clearly communicate my need for research with the product team, and gain buy-in.
Because advisors currently use SalesForce to track all clients, during my interviews I asked them to walk me though how they use the tool.
%20(1).jpg)
Research canvas, used to prepare for interviews, shared with product to gain buy-in for research
Organizing findings with affinity mapping
%20(1).jpg)
Using affinity mapping to organize interview findings into groups
What did i learn from my research?
|
There are three primary needs for metrics:
Team performance
Advisor leads need to ensure their team is reaching all goals. They want to see how well their team is doing relative to other teams.
Advisor performance
Tracking performance of each advisor on the team is critical so leads can provide training, give bonuses, and share performance reviews.
Sharing reports
Leads need to send quarter reports with dozens of metrics to management to assess their performance. They also send reports to Newcomer Strategy team to assist strategic and financial decisions.
Currently, leads use Excel and PowerPoint presentations to analyze and share insanely complex datasets.
I defined two categories for the most useful metrics, Program and Performance
Program metrics
I define program metrics as anything used to assist and track the program's growth. This includes information about clients (demographics, funnels, etc.) and lifetime performance (total, new client acquistion, etc.)
Advisor performance metrics
I define advior performance metrics as anything used to track the team, or individual advisor performance. For advisor leads, examples include team overview, advisor summaries, and relevant charts. For advisors, examples include viewing their own performance, and their teams.
Sharing findings with the team
Through a research shareout, I received feedback from my team and worked with product to confirm the next steps. Because the product team did not have a PRD or clear vision for the project, I led discussions with the and Business Analysis's to establish one. I did this by:
1. Proposing research-backed opportunities
2. Asking probing questions
3. Offering potential next steps and listening to feedback
This led to clear action items and requirements for the MVP
.png)
Research shareout slides showing findings, opportunities, and reccomendations
Design Discovery
Initial exploration
After the team understood the problem, I led a crazy 8’s brainstorming workshop with my team to get varying perspectives on why we needed metrics, and how to show them. I also explored how some other tools designed and organized user metrics to understand design patterns and opportunities.
SalesForce
I learned that SalesForce provides many tools to users, prompting them to develop their own workflows. Features many analytics on the same page to allow advanced users to look quickly.
My analysis of SalesForce is especially important since advisors currently use it. I ensured to follow existing conventions so advisors would not need to adjust their habits.
.jpg)
Google Analytics
Data is organized into high-level categories like acquisition or audience, with the most important data being fullscreen
Hotjar
As seen in Hotjar, tiles are a common pattern to display varying data that needs to be viewed often. In Hotjar, tiles are selectable, filtering what the page displays.
Design Challenge
Client metrics—Organization & Architecture
Iteration #1
Before designing, I defined exactly which metrics we wanted to show. Using ideas from the team’s brainstorming session, and a couple proposals to product, I established a list of 18 metrics.
I further distilled the metrics into user-digestible categories, so users could easily find the metrics they need. This resulted in 3 metric buckets:
1. Client metrics: tracks anything related to clients (largest bucket, 11 analytics). I further organized these metrics into smaller, intuitive groups using tabs
2. ART metrics: tracks how well the program is doing
3. Advisor performance metrics: tracks advisors, individual and teams
Client Metrics, sorted into 3 buckets using tabs
Using dogfooding, I got feedback from one of our advisor leads on the design. I learned that advisors dislike when analytics are segmented, preferring them on one page.
I also noticed issues with findability, leading me to the conclusion that the category titles were too vague.
Iteration #2
I revised the design to use accordions, keeping all client metrics on one page. Accordions also opened the door to more granular, intuitive metric buckets because they did not require an entire new page.
Final Design
Analytics in ART
Team overview
Advisor leads can efficiently view their team's performance report and critical metrics at a glance. They can dig deep into each advisors performance report, without all the excel sheets.
Program Performance & Client Metrics
Advisors and leads can view, filter, and export both high-level analytics about the Newcomer program's performance, and granular data collected from each client.
Advisor performance review
Advisors can view their performance, and how they compare to the team.
Next project ☟
