Leena AI
Employee Feedback to Actionable Insights
Employee Engage was underperforming high support ticket volume, constant client hand-holding. I led the end-to-end redesign: four survey types, four personas, and the full analytics and action-planning experience.
Role
Lead Product Designer
Timeline
4 Months
team
2 Designers & 1 PM
Scope
Dashboard, RBAC, Surveys
Final Results
72% reduction in CS support tickets
64% dashboard adoption
64% dashboard adoption
Why I picked this up
I pushed for this project myself. Employee Engage was live across 50+ companies and 100,000+ employees, but the interface itself was aging, and it showed in two places at once: a support queue raising 234 tickets a month across every part of the flow, and a steady stream of feedback from customers and our own internal teams saying the product was harder to use than it should be.
Setting up a survey, reading a dashboard, getting a report to leadership, none of it was self-serve. That combination, tickets plus repeated feedback, is what made the case to go back and rebuild the core experience rather than patch around it.
The CS team was drowning in tickets across every part of the product. That was the signal: this wasn't a bug backlog. It was a broken experience.
The real problem
Mapping ticket volume against the product's four core areas showed a clear pattern:
Area | What was broken |
|---|---|
Survey creation | Backend-only flow every launch needed manual CS support |
Reports | Nothing shareable, exportable, or scheduled |
Analytics & IA | One flat dashboard for every role nobody trusted it |
Action planning | Zero product support for deciding what to do about the results |
This wasn't a UI polish problem. It was an information architecture and role-design problem. HR admins, managers, leadership, and employees all have different jobs to do here, and all four were being forced through one generic flow.
What research corrected
I went in assuming one well-designed dashboard, with the right filters, could serve everyone. Interviews with HR admins, managers, leadership, and employees said otherwise.
Persona | Core job | What research showed |
|---|---|---|
HR Admin / VP | Create and manage surveys | Wanted self-serve, not documentation |
Manager | Understand team sentiment | Wanted a narrow team view, not an org-wide dashboard |
Leadership | Org-wide visibility | Wanted exportable data, not another login |
Employee | Complete surveys, feel heard | Wanted something quick |
The tell: each persona wanted a different view of the same data, not one shared view with more toggles. That distinction became the spine of the redesign, backed by a discovery workshop to align on goals and an opportunity map to prioritize where user pain and business impact overlapped most.
The decision that unlocked everything else
Split "survey" from one generic flow into four types tied to real employee-lifecycle moments: periodic, lifecycle/milestone, onboarding, and exit.
Once that existed, dashboards could scope by role instead of stacking filters, reports could shape themselves around a survey type, and action plans could speak to a theme instead of a raw results dump.
Survey setup
Creation moved to a five-step flow (questions, audience, test, launch). The old single-page version broke wherever someone hit a launch blocker with no way back.
Dashboards
Analytics split by persona instead of one view with more filters. A manager sees their team; leadership sees the org.
Reports
They became exportable PDF/PPT with scheduled email delivery, so leadership gets updates without logging in.
Action planning
Actions got AI-generated, one-click plans tied to specific themes, scoped at the manager level, closing the loop between hearing feedback and acting on it.
Testing
Usability-tested setup, analytics, and action planning with HRBPs and managers. A/B tested a conversational survey format against the original linear one. Post-launch, tracked CS tickets, dashboard adoption, and action-plan creation, the same signals that flagged the problem originally.
Testing led to a simpler launch checklist, anonymous response states, and progress indicators that measurably cut drop-off.
Results (first full quarter post-launch vs. prior quarter)
Metric | Result |
|---|---|
Surveys created self-serve | 90% of total |
CS tickets reduced | 72% |
Dashboard adoption (HRBPs) | 84% |
Manager action-plan creation speed | 28% faster |
PDFs exported | 100K+ |
Reports generated | 500+ |
AI action plans generated | 5,000+ |
Looking back
The four-survey-type split was the real unlock, everything downstream had an obvious place to attach to. If I ran this again, I'd build the employee-facing experience first rather than all four personas in parallel. That's the side people touch most often, and getting it right early would have built momentum faster.
