Russell White
All work

CASE STUDY 4 OF 5

PRODUCT DIRECTION · 2024

A daily workspace for store leaders

Store leaders checked five tools to understand who was working and what needed attention. I designed a daily view that used the schedule to prioritize employees and link to the tools where work continued.

Status

The minimum experience reached engineering handoff. The broader workspace did not launch.

Context

Best Buy Connect · internal employee platform

My role

Senior UX Designer · product framing, daily-work model, information hierarchy, states, and engineering handoff

Delivered to engineering: a view of today's team

My Team screen: Today, 8 working now with 3 priorities needing attention, and a ranked employee list

Today’s priorities, ranked by who needs a leader first.

The proposed view connects current shifts to employee priorities and the next action.

The view answers, in order

  1. 1Who is working right now
  2. 2Who needs follow-up today
  3. 3What to open next

The delivery boundary stayed visible

Delivered to engineering

I specified the Today view, employee priorities, states, and requirements for engineering.

Minimum viable experience: the Today view
Who is working now
Minimum viable experience: the employee priorities view
Employee priorities

Future direction, not launched

Onboarding progression, expanded signals, and additional source-tool routes remained exploratory.

Future onboarding progress concept for Jordan's first 30 days
Onboarding progress concept

Five tools, no shared view of today

Store leaders estimated spending as much as an hour a day checking separate tools. None brought those signals together around today's shift.

Scheduling
Learning
Coaching
Employee information
Development

Source: leaders' estimates shared during discovery.

Project thesis

Design for the day in front of the leader.

The schedule set the scope: people working now, priorities for their shift, and the next action.

Product boundaries

Coordination could not become another system.

Store leaders needed
The people and priorities they could act on today.
Partner products needed
To keep ownership of learning, coaching, scheduling, and employee workflows.
Employees needed
Priorities tied to their work and current shift.
Engineering needed
A minimum experience that used the existing source tools.

My decision

Prioritize by today's schedule, then open the product responsible for the task.

Scope decisions

Three boundaries for a useful daily view

  1. 01

    TIME HORIZON

    Use today as the time boundary

    Start with employees working now and the priorities for their shift.

  2. 02

    CONTEXT

    Use the schedule to prioritize signals

    Connect learning, coaching, and staffing needs to the employee's current shift.

  3. 03

    OWNERSHIP

    Coordinate work without replacing the source tools

    Show the next action in My Team, then open the partner product to complete it.

From today's schedule to the product that owns the work

My Team would organize the day; source tools would handle the tasks. Expanded routes remained future direction.

01

SCHEDULE CONTEXT

Who is working now?

02

PRIORITIZE

What needs attention?

03

EMPLOYEE

Who can act today?

04

SOURCE TOOL

Where does the work happen?

One employee scenario turns a signal into a next step

Illustrative scenario · product direction

Signal

Jordan’s certification is in progress.

2 of 4 Inspire prompts complete
Shift ends at 5:00p

Check the shift and available support before acting.

Leader decision

Can this be completed today without disrupting customer coverage?

  • Employee is scheduled
  • Leader support is available
  • Task fits the remaining shift

Action

Continue certification

Open Certification

REFLECTION

The product boundary was the lasting value.

Defining where My Team stopped was as important as choosing what it showed. The daily view organized priorities; the source tools retained the work.