Our initial problem, found through user research during the early stages of the project, was that members don’t have a solid understanding of what Grand Rounds is, or does. Therefore, we miss out on most conversion higher in the funnel. In order to solve this, we will focus on the following goals:
Educate better, earlier
Identify key common paths and support members who have intent but are not intimately familiar with healthcare operations
Guide members through finding care and follow up to ensure they have “closed the loop” on accessing their providers or services
The working team included a product manager and, throughout the process, about 8-12 engineers. I led design visioning & socialization, sprint-level delivery, and research.
While the original project called for addressing the home screen, we believe that in order to best educate the member we should add an onboarding experience. Within that, we should:
Highlight the care team
Highlight key services members are likely to want to understand
Keep in mind that customers and member states should be be configurable to the available services
Research showed that a large number of members never made a search once landing on the home screen, and when analyzing care support tickets, many cited that they didn’t know what they could or couldn’t do. We build a more guided onboarding experience, improving based on usability studies once we had working prototypes.
As part of expanding access, we added new providers, including non-MDs and facilities for services like imaging and testing. In order to provide this in a clear experience, we needed to:
Evaluate the priority of finding care for members
Develop thinking on search rankings and rules
Use smart defaults to shorten the process
With the potential experience getting more complex, we worked through several prototypes with users to best support accessing the care they needed without overwhelming them with options.
Reflections
We were able to surpass our conversion rate goals, but more importantly our completed care event rate also increased (i.e. finding a complex care doctor, making an appointment, and seeing the doctor)
Having data-driven personas (separate project that I led earlier in the year) was very useful for two things: sourcing diverse user pool for research, and helping contextualize feedback and our proposals to the wider product and leadership teams.