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Patient 360

Sharaya Naik

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Redefining Employee Onboarding Experience

A look at where onboarding at Incedo built trust, and where it quietly lost it.

Experience_Design
Employee_Onboarding
UX_Design
Qualitative_Research

Role

UX Researcher

Team

UX Designer

Tools

Figjam

Google Suits

Timeline

2022 - 2 weeks

Full Time

OVERVIEW


New hires at Incedo weren't disengaging at the obvious moments, not at hiring, not once they'd settled into a project. They were losing trust somewhere in between, across the long, procedural stretch of client and project onboarding.


Incedo's Design Studio was asked to find where that trust was leaking and why. Through interviews, focused group discussions, and a review of how other companies handle onboarding, the team mapped the full journey, every handoff, every touchpoint, every emotional dip and used it to shape a set of near-term and long-term fixes.


MY ROLE

As one of a small design team of three, I led the qualitative research and journey mapping, turning research into a single visual narrative that traced every phase from pre-joining to project onboarding, including the emotional highs and lows underneath. That map became the shared reference point the rest of the team's concept work was built on.

OVERVIEW


Patient 360 reenvisions the existing patient support platforms (Medallia, Qualtrics, Verint and others) already live and pulling in structured patient data through AI and machine learning. On paper, it had everything it needed. In practice, teams working inside it are stuck, KPI selections that produced blank charts instead of insight, no personalised direction on what to do next, and a rising cognitive load from a system that had data but no decision logic.


Rather than a full platform rebuild, this was a focused proof of concept: take two of the highest-friction domains like Access Solution and Voice of Customer, and redesign how each team could deep-dive into their own data independently, with clear guidance from insight to action.


MY ROLE

I owned this project end to end, from mapping the two domain stakeholders in this ecosystem around the platform, to diagnosing why the existing KPI logic was failing, to designing the individual Access Solution and Voice of Customer workflows following the Laws of Heuristics.

Redefining Employee Onboarding Experience

A look at where onboarding at Incedo built trust, and where it quietly lost it.

Experience_Design
Employee_Onboarding
UX_Design
Qualitative_Research

Role

UX Researcher

Product -

Service Designer

Team

UX Designer

Tools

Figjam

Google Suits

Timeline

2022 - 2 weeks

Full Time

OVERVIEW


New hires at Incedo weren't disengaging at the obvious moments, not at hiring, not once they'd settled into a project. They were losing trust somewhere in between, across the long, procedural stretch of client and project onboarding.


Incedo's Design Studio was asked to find where that trust was leaking and why. Through interviews, focused group discussions, and a review of how other companies handle onboarding, the team mapped the full journey, every handoff, every touchpoint, every emotional dip and used it to shape a set of near-term and long-term fixes.


MY ROLE

As one of a small design team of three, I led the qualitative research and journey mapping, turning research into a single visual narrative that traced every phase from pre-joining to project onboarding, including the emotional highs and lows underneath. That map became the shared reference point the rest of the team's concept work was built on.

The brief

Incedo's Design Studio was asked to look at a problem hiding in plain sight: new employees were engaged at hiring, and engaged once settled into a project, but something in between was leaking trust.

RESEARCH

As the researcher,

The brief was to find where and why.

RESEARCH

As the researcher,

Auditing a system that

already had an answer

just not the right question

Research

Structured Interviews

Interviews and focused group discussions with new hires and existing employees surfaced the same pattern across roles and experience levels: onboarding wasn't broken, it was uneven. Some moments felt personal and well-guided; others felt procedural and unowned. 

Secondary Research

A short round of secondary research — case studies spanning startups to multinationals — helped separate what shapes culture from what's just process.

The mapping

I designed one shared entry point, a unified dashboard, PatientSense. Then split into two focused deep-dive experiences, one for Access Solution and one for Voice of Customer, each built around how that specific team actually needed to think.

DEFINE

As a systems thinker,


Confidence dipped during paperwork,

and recovered when a person entered the process.

As a systems thinker,


The problem was not

missing data.

It was data that never

showed the direction

Concept

Not every gap needed the same fix. Ideas were split into two speeds, quick enough to feel immediate, and deep enough to hold long-term.

Speed 1 covered near-term fixes, several aimed directly at the dips the map surfaced

  • a buddy system introduced earlier, so new hires had a person before they had paperwork

  • visible progress tracking during document and background-check stages, so the wait wasn't silent

  • small onboarding souvenirs that carried presence when no person was available

Speed 2 was the longer bet

  • a proper onboarding platform built to hold the handoffs the map showed nobody owned