Enabling service access for teams at RMIT

Context

I worked with RMIT to support the delivery of a staff services platform, designed to help employees access IT, finance, HR, and procurement services.

The work formed part of a broader transformation programme, with significant investment in customer support and new technology platforms.

The situation

A user centred strategy had already been developed, and multiple delivery streams were progressing work across a set of key multichannel experiences, including service desks, self service tools, and ticketing systems.

While substantial progress had been made, the experience across touchpoints was not yet unified.

For staff to fully benefit from the transformation, and to shift towards using digital self service channels rather than relying on support calls, the experience needed to be intuitive, consistent, and easy to use in practice.

The work

I was brought back in to assess how the experience was working across channels and identify where improvements were needed.

Using a structured usability approach, I analysed end to end interactions across key scenarios, reviewing both interface design and content in detail.

This involved assessing how clearly interactions were communicated, how consistent the experience was across touchpoints, and where users were likely to encounter friction or confusion.

I translated this into a set of clear, actionable recommendations, mapping improvements at a detailed level across screens and interaction flows.

A key part of the work was connecting these micro level improvements to the broader transformation, ensuring that the experience worked not just in principle but in practice.

What changed

The work provided a clear view of where the experience was not yet meeting user needs, and what needed to be improved to support more effective self service.

It helped ensure that the transformation translated into a more usable and coherent experience across channels, increasing the likelihood that staff would adopt digital services rather than relying on manual support.

What this demonstrates

The ability to bridge strategy and delivery, ensuring that large scale transformation programmes result in usable, effective experiences at a detailed level.