Improving the Relocation Process for BGRS

Reimagining relocation through a self-service learning platform

APPLICATION

WEB APP

ROLE

UX/UI DESIGNER

DELIVERABLES

DESIGN & RESEARCH

DURATION

2021-2022

BACKGROUND

BGRS (now SIRVA BGRS) is a global leader in relocation and move services, facilitating employee mobility across 77 locations and servicing thousands of employees in over 190 countries. Despite their global reach, their relocation process presented significant challenges for both customers and internal consultants.

The existing system required lengthy "Briefing Calls" to verify personal information—time-consuming for customers with limited availability and repetitive for overwhelmed consultants handling basic questions, creating bottlenecks and frustration for everyone.

The challenge was clear: how could we streamline this complex relocation process while reducing consultant workload and improving customer satisfaction?

THE ISSUE AT HAND

Relocation needed to be convenient for the users and help in reducing workload for BGRS consultants

Optimizing Relocation

Current relocation process could not work at scale

Administrative Burden

Develop a viable solution to reduce workload for relocation consultants

User Abandonment

Build features that align with customer needs

DEFINING THE PROBLEM

Brainstorming

I analyzed past customer surveys and interviews to identify key pain points, generate user insights, and develop a strategic plan to enhance the overall experience. I also conducted interviews with BGRS Consultants to gain their perspective on the relocation process, focusing specifically on their primary interaction with customers—the Briefing Call

Research Approach

Secondary Research: I analyzed existing customer surveys and interview data to identify recurring pain points and generate user insights. This historical data provided valuable context about customer frustrations and expectations.
Primary Research with Consultants: I conducted in-depth interviews with BGRS consultants to understand their perspective on the relocation process. These sessions focused specifically on their primary customer interaction point—the Briefing Call—to uncover operational challenges and workflow inefficiencies.
Problem Ideation: Using insights from both data sources, I developed a strategic plan to enhance the overall experience by addressing both customer and consultant needs simultaneously.

Customer Insights

Customers' time commitments often led them to avoid phone conversations, which ultimately complicated the briefing call process. This resulted in an influx of common questions from customers. This imbalance created challenges in managing workloads, resulting in heightened stress for both consultants and customers.

Exploring Accessible Layout & Structure

Repetitive Information Gathering: Customers' busy schedules often led them to avoid or postpone phone conversations, which paradoxically made briefing calls more complicated and time-consuming. This resulted in an influx of common, repetitive questions that consultants had to address individually.
Need for Self-Service Resources: Customers expressed a desire for accessible resources that could provide background information about the complex world of relocation. They wanted structure and guidance available at their fingertips, allowing them to understand the process at their own pace.
Consultant Workload Imbalance: The combination of customer avoidance and repetitive questions created significant challenges in managing consultant workloads, resulting in heightened stress for both parties and inefficient resource allocation.

Building The Digital Hub

Based on our research insights, I designed the Digital Hub as a comprehensive self-service platform that would transform the relocation experience from a consultant-dependent process to an empowered, self-directed journey.

Self-Directed Learning Modules

Learning Modules offer a tangible outcome and clear pathway for relocation customers. This resource condenses the Briefing Call information into smaller, manageable segments, allowing customers to access high-level details at their own pace. By enabling self-directed learning, these modules reduce Briefing Call durations by 45%.

Content Management System

To streamline content updates, we implemented Microsoft SharePoint, enabling the relocation team to add and manage relocation content and resources at any time. This approach also allowed us to efficiently update information at scale, minimizing issues and ensuring smoother operations.

IMPACT

20%

Reduced waiting time from self-serve platform

45%

Workload Reduction compared to original customer onboarding

90%

User satisfaction after demo with stakeholders & management

Key Takeaways

The Digital Hub solved immediate operational challenges while creating a scalable foundation for future opportunities. By reducing consultant workload and improving customer satisfaction, it positioned BGRS to better serve their global customer base with optimized internal resources.

Working with Secondary Users

BGRS customers weren't available for interviews, so I leveraged consultant expertise to build comprehensive models of both customer and consultant experiences. This taught me to be resourceful and work effectively within research constraints while gathering valuable insights.

Building Enjoyable Learning Experiences

I learned to focus on individual touchpoints and design engaging interactions that make complex relocation processes more approachable and manageable.

Stakeholder Communication and Buy-in

The Digital Hub's scale required regular presentation and defense of design decisions to management. I developed skills in articulating design rationale to non-technical stakeholders and securing buy-in for each design step, ensuring project momentum and support throughout development.