Enterprise Coaching
Overview
The Enterprise Coaching initiative focused on creating a cohesive, easy-to-navigate ecosystem for coaching offerings across the organization. I redesigned and unified the digital presence of coaching materials to ensure employees could quickly find accurate information and confidently engage with the coaching resources available to them. This also brought clarity, consistency, and trust to the coaching experience.
Role
Assoc. UX Engineer
Responsibilities
Experience Design, Journey Mapping, Usability Testing, SharePoint Page Design, Form Design, Technical Feasibility Research
Tools
Miro, SharePoint, Microsoft Forms
Experience Design
Project background
The Enterprise Coaching Team had been receiving a growing number of questions from employees who were confused about the different coaching offerings they offer. Over time, each coaching program had been created and published independently, resulting in inconsistent layouts, fragmented information, and unclear pathways to enrollment.
My role was to audit the existing ecosystem, identify gaps and inconsistencies, and create a unified design approach that aligned with the organization’s design system and content standards. This included restructuring the information architecture, modernizing the visual design, improving the signup and intake experience, and ensuring that all materials told a consistent story. The goal was to reduce confusion, increase engagement, and empower employees to easily discover and participate in the coaching opportunities that support their growth.
Evaluating the current experience
I began by meeting with the Enterprise Coaching team to understand the pain points they were hearing from employees when it comes to offerings. Their feedback revealed these themes:
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Employees didn't know what each coaching program offered
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Eligibility for each program was unclear
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The signup process felt inconsistent across touchpoints
The Coaching Team was concerned that these pain points would result in missed opportunities to scale impact and an inconsistent experience.
After I fully understood the scope of the project, I was able to conduct a full content and UX audit across all coaching-related assets. This audit surfaced inconsistencies in terminology, visual design, and navigation patterns.
Then I mapped the current-state journey of each coaching offering from "awareness" to "sign-up". This highlighted the friction points, such as scattered information and multiple entry points for coaching offerings that don't lead to the same destination. These insights guided the redesign toward the need for one predictable pathway to entry.
The journey map also highlighted the need for a comprehensive content map to locate all coaching information across our employee and learning portals, so I created an inventory of materials that required review and updates.
Strengthening entry points
The most visible coaching assets were the offering names and the main coaching webpage on our employee portal. They both serve as the entry point for employees trying to understand their options. Because these touchpoints shaped first impressions, I began by renaming offerings to make them more intuitive and reflective of their purpose.
I brainstormed new offering names based on eligibility and program value, then ran a brief three‑question survey to test which options resonated most with employees. With 141 responses, clear favorites emerged, allowing me to make a user‑centered decision on final names.
After offering names were established, I was able to dive into the webpage redesign. I started by comparing the webpage to additional assets and took note of what information was missing, what information could be clarified, and what was working with the overall webpage.
(Click images in the gallery to compare the original and updated Coaching pages)
Testing the webpage
After the front door to the experience was updated, I pivoted to testing to ensure key information is clearly presented and that offerings are easy to understand. 3 employees logged into a sandbox environment, were guided through several scenarios, and provided feedback on the webpage and their overall experience with coaching resources.
The usability test surfaced multiple opportunities for improvement, which included:
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Improving the sign-up process for each offering
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Clarifying the descriptions of each offering so that they don't feel so broad
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Changing program names to give even more context to what each program entails
Revisiting entry points
Based on insights from the usability tests, I sought to refine the offering names to better reflect what employees needed to understand. The Coaching Team also provided valuable feedback that informed updates to the webpage. While users found the page intuitive, the team recognized that the offerings needed stronger differentiation, which guided the next round of improvements.
First, I revised the naming offerings with a mind map and support from my team members. Their unique experiences and enterprise knowledge helped me ideate offering names that highlighted the very basis of each offering.
Then, I revised the webpage mockups with two priorities in mind: preserving the overall structure that had tested well, and strengthening the differentiation between offerings. Through the usability feedback and conversations with the Coaching Team, it became clear that employees needed clearer cues to understand how each program was distinct. To support this, I introduced a dedicated page for each offering, allowing space for deeper descriptions, eligibility details, and program‑specific guidance while keeping the main coaching hub clean and easy to scan.
(Click images in the gallery to view new pages)
Strengthening other touchpoints
With the most visible coaching touchpoints updated and aligned with stakeholder expectations, I shifted focus to the parts of the experience employees encounter later in their journey. These downstream assets play a critical role in reinforcing clarity and ensuring a smooth path to enrollment, so they needed to reflect the same structure, language, and intent as the redesigned front‑end experience. This phase included refining:
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The Sign-up Flow for Offering 1: This asset required experimentation with SharePoint, Microsoft Lists, and JSON coding.
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The Intake form for Offerings 2 and 3: This asset required evaluation and editing of a Microsoft Form that employees utilize to let the Coaching Team know that they are qualified for an offering and ready to engage.
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Standalone assets (such as PDFs and specialized webpages): This effort required outreach to each asset owner and aligning them to the new Coaching experience.
Conclusion
Handoff:
To conclude this assignment, I partnered closely with our SharePoint developer to hand off my sandbox mockups, complete with all design elements, imagery, and portal links needed to bring the updated Coaching experience to life. In total, I handed off 6 cohesive, production‑ready pages.
Outcomes:
In the end, the Enterprise Coaching Team was extremely pleased with how the unified experience elevated the clarity and professionalism of their program. The redesigned ecosystem gave them a consistent, trustworthy foundation to share with employees, and the streamlined touchpoints made it easier for people to understand their options and take action. They felt confident moving forward with cohesive coaching programs that align development efforts with business priorities and foster a culture of continuous growth.
Reflection:
This project reinforced the importance of meeting employees where they are by creating clear, consistent touchpoints across an entire ecosystem, not just the most visible ones. Partnering closely with the Coaching Team and validating decisions through user feedback helped me balance operational needs with intuitive design. The experience strengthened my ability to unify fragmented content, align stakeholders around a shared vision, and design with both clarity and scalability in mind. It also reminded me how impactful thoughtful structure and language can be in helping employees navigate complex programs with confidence.