The goal of this project was to identify the problem and redesign the onboarding flow to boost the percentage of users who successfully complete the onboarding process.
B2B
Finance
iOS app
Android app
Web app
1 sprint (2 weeks)
Prodcut Designer, Product Manager, Back-end engineers (x2), Front-end developers (x2), Payroll specialist
- Reduce drop-off rate at "add people" step from -61.5% to -31% - Improve onboarding funnel conversion from 15.6% to 25.0%
Upon analyzing the data related to payroll onboarding conversion, it was observed that the conversion rate drops significantly at various stages. In particular, the "Add people" step in the onboarding funnel witnesses a drastic drop of -61.5% of users. This indicates a potential bottleneck in the payroll onboarding process that needs to be addressed to improve overall conversion rates.
Conversion analysis of the payroll onboarding flow
Fortunately, a user feedback survey was already integrated into the product, providing a natural starting point to investigate why so many users were dropping out at that stage of the funnel. The survey results revealed a clear correlation between the funnel conversion data and the challenges that the majority of users reported facing at that particular stage. The two most commonly reported reasons were (1) users struggling to add an employee, and (2) some users didn’t want to force their employees to open accounts with Revolut Business in order to add them to the payroll.
Summary of the user feedback survey results
Despite our team's clear understanding of the second issue uncovered in research regarding reluctance to invite employees to Revolut Business, we still lacked insight into why users were struggling to add an employee. To address this, I formulated several hypotheses, one of which speculated that users lacked necessary permissions during onboarding. However, this was quickly disproven by data showing that 96% of users who completed onboarding had the required permissions.
Forming hypothesis for the identified issues.
Regarding the second hypothesis, users can only add employees if they have an existing Revolut Business account or invite their employees to Revolut Business. However, survey results and conversations with payroll clients revealed that this was a major point of friction for users as they wanted to pay their employees but didn’t want to force them to open bank accounts with Revolut.
Steps user has to go through to add new employee.
Operating within the constraints of the design system, I laid out different options of how we could utilise the existing header patterns yet giving the button more discoverability. In the end, I decided to go with the more prominent version (solution 2), although, I do believe that the first idea could have also been effective.
Ideating on how to give more prominence to the “Add people” action
I went through each of the most popular payroll competitor products' onboarding processes, paying special attention to how they handle the step of adding employees. Two major insights emerged from this:
As a team, we have brainstormed and thought hard about all potential different ways we could go about solving the issue of forcing employees to open Revolut accounts in order for them to be enrolled in the payroll. However, we knew this is not an easy decision for the business. If we wanted to maximize the growth of the payroll product, the most effective way to solve this issue would simply be not to force users to open Revolut accounts but to make it optional. We called it “decoupling users”.
The result of team brainstorming on how to solve the problem around users not willing to invite employees to Revolut.
Although we agreed with the team that decoupling is the way to go, it was not up to me to design how the new onboarding flow would work with the decoupling option. I had formed three different sub-ideas of how this flow might work.
Forming different solutions for decoupling users from Revolut accounts.
To evaluate each of these solutions, I have laid out the logic flows of each of the proposed solutions, conducted a pros and cons analysis and presented the three best options to a team for discussion.
This option focuses on delivering the objective with the minimal changes to the current flow. The logic of the solution would work in the same way as the current solution, except when adding a new employee could optionally also invite that employee to Revolut.
Similar to how the current model works, hence minimal changes.
Efficient for cases when admin only adds current Revolut team members to payroll.
FPS imported unmatched users “add as a new employee” can be confusing & inefficient (scalability).
This solution has a slightly different logic to the current one. In the “add employee” step, user will start with an empty list and will be able to populate the list, either by adding a new employee (with an option to invite to Revolut) or simply add employees that have already Revolut accounts associated with the company.
Could be re-used for adding people on the payroll product itself.
Better approach in terms of UX and efficiency for importing FPS with many non Revolut employees.
Slightly less efficient for adding Revolut team members.
Might lead to more issues of creating employees that are already RB team members.
This is the most radical option, as it requires unification of two different flow i.e. manual addition employees with the one the other where employees could be added by importing an FPS file.
Allows for maximum flexibility e.g. can add employees through different channels all together.
How common is the scenario for admins to add on top of their FPS employees?
Mix of statuses VS limited edit options (i.e. inability to edit matched team members through FPS).
Potential issues with duplication of FPS and Revolut accounts.
After discussing the strengths and weaknesses of each proposed solution, we collectively agreed that option B was the most effective solution while also being feasible in terms of engineering effort.
After careful evaluation of different options we decided to proceed with the Option B.
After discussing the solution with the team, presenting it to stakeholders, receiving positive feedback, and gaining confidence in the proposed solution, I proceeded to work on the high-fidelity designs. With the comprehensive nature of Revolut's Design System, I frequently bypass the wireframing stage and move directly to high-fidelity designs, finding it to be a more efficient approach..
Before the changes, the drop rate at the 'add people' step was -61.5%. However, after the implementation of the changes, it decreased to -34.5%, representing a significant improvement.
New conversion rate results for the payroll onboarding process after the launch.
Overall, this project was a success, as it achieved its objective of decoupling while also addressing users' pain points with additional solutions. It is worth noting that while our current conversion rate is below the typical 30-50% range for similar onboarding products, the Revolut team is committed to continuously monitoring the payroll onboarding conversion rate and implementing further changes to improve it.
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