Getting to 'Launch'




UX Designer

4 Weeks

Secondary Research

Stakeholder Interviews

User Interviews

Feature Prioritisation


Heuristic Evaluations

User Flows

Usability Testing

Journey Mapping

Service Blueprint

Product Roadmap

the client

Hatch is a new Australian venture, setting out to build a future of work grounded in social empathy, where people love what they do and care deeply about what world they’re creating.

Their current focus is on creating opportunities for students to do meaningful paid work while they study.


the brief

Investigate the experience for an HR/Talent person tasked with getting their company set up with Hatch

The User: What are their core problems and motivations

The Product: Does it meet user needs? How could it be improved? Are there other aspects Hatch should consider adding/building?

Human Interactions: What is best solved with product vs face-to-face?

the objective

Improve the process between Hatch and HR departments in mid-tier to enterprise-sized companies as they move from 'pilot' (the first student employed) to 'launch' (scaling for wider adoption of Hatch within the company)

step 1: discover



work to date

existing data

secondary research

We started this project by first catching up on all the existing work undertaken by Hatch to date, digging deep into their extensive data around the problem.

This included: 


Client interviews

Analysis of Set-Up requirements 

Learnings from Set-Up Workshops


HR confidence underpins a company's willingness/reluctance to adopt Hatch

There's no clear roadmap for HR to incorporate Hatch into their existing ecosystem


the contingent workforce

the HR industry + contingent workers

secondary research

We then wanted to better understand the broader HR landscape, so sought advice from people working within the industry as to where we could access credible, industry-wide insights.


The ‘Gig Economy’ is booming

Responsibility for contingent workers is shifting from procurement to HR

Traditional Human Capital Management (HCM) platforms have been
acquiring contingent work  platforms


what does compliance mean?

the foundation for all HR decisions

secondary research

Our research kept coming up with the term ‘compliance’.
Compliance cover legal requirements, but also includes staff on-boarding, IT and Facilities set-up.


Having a contingent worker in a companies HCM is the easiest way to ensure compliance


current Hatch partners

first hand experiences

user interviews

We then conducted interviews with a number of current partners, to understand their individual HR processes and also experiences with Hatch.


A number of partners had recently switched to on-boarding contingent workers through their HCM

There are only a few key pieces of information required to enter a student into an HCM


new partner + Hatch

set up from end to end

service blueprint

We now wanted to visualise what the current Hatch service looked like.

Hatch’s emphasis was on getting to the
'hiring journey' as quickly as possible, as they believed that once a student was in the company, they’d want to use Hatch more, thus facilitating wider Hatch rollout.

To help this process, Hatch was running
'Set Up Workshops' to assist HR with the setup process, by gathering insights from them so that Hatch could mirror a partners on-boarding protocols.


the big picture

are we addressing the right problem?


If HR confidence in Hatch was the goal, Hatch needed to ensure their product was... 


joining the dots

our new focus


We could now see a solution forming.

If we are able to address HR concerns around compliance by asking the necessary on-boarding questions up-front (i.e when a company is first setting up their profile in Hatch)... the solution is to gather insights upfront, to incorporate INTO a partner’s on-boarding/HCM platforms.

the hypothesis

Our research has shown an increasing trend towards incorporating contingent workers into a company's HCM to ensure the best employee experience.

We propose that integrating Hatch students into your partners’ existing contingent workflow will address HR’s concerns around Hatch creating friction within their workplace culture.

We believe this alignment will result in increased confidence with Hatch and in turn, decreased time from pilot to launch


gathering feedback

validating the hypothesis


We then cast a wider net to both other existing and potential new partners, to identify the key pieces of information required to enter a student into an HCM.

The same key requirements  (i.e just 4 questions) to enter a new contingent worker into an HCM were the same across 85% surveyed.

the resulting outcomes were universally a combination of either/or an email to HR and adding items to the HMs checklist in the product.

To give a complete overview of what is possible based on these
4 questions, we mapped out all 36 permutations...


that looks really complicated! 

optimal customer experience checklist

user flow

In actual fact, it’s not.

From here, we were able to distill all this information down to a simple flow...


but does it really work? 

optimal customer experience checklist

usability testing

In a word, yes!

We tested it out on a number of companies, all with varying processes.


We found our streamlined approach held up every time.

step 2: design



bringing it all together

the 3 phase solution

feature prioritisation

To demonstrate how this will work within the existing business, we then devised solutions that could be introduced in a short, mid or long term timeline.


the existing product

a split flow

heuristic evaluation

In the current product, there was only one set up flow (the same regardless of if you're HR or HM) with all the upfront on-boarding geared towards hiring a student. This was not relevant for HR, who are more concerned with ensuring Hatch will offer a robust set-up within their existing ecosystem.

We wanted to visualise the experience for an HR Admin, tasked with setting up their company within the proposed new ‘Product Integration’ level of implementation.

We mapped out a new user flow that separated the HR and HM flows, whilst also supplying HR with crucial on-boarding information that is specific to their needs.

HATCH_ New Company Setup (4).png


what does it all look like?

implementation across all stages

service blueprint

To now visualise how the solution would then work across different stages of implementation, we created further Service Blueprints…

service evolution: awareness
current term:
short term:
Employee Experience Flow added into Product Pitch

reduced co-founder touchpoints
mid term
Employee Experience Flow built into product
service evolution: HCM Initiation
current term:
short/mid term:
long term
technical integration between Hatch product + HCM

no Hatch 


step 3: deliver


the solution

did we answer the problem?

At this point, we wanted to ensure that we’d delivered on the brief first discussed with Hatch at the start of the project:


“Investigate the experience for an HR/Talent person tasked with getting their company set up with Hatch”



Hatch’s had already identified the underlying problem of ‘HR Confidence’ and the importance of ensuring HR maintains control of the hiring process, so as to facilitate the best employee experience.


We were able to bring ‘fresh eyes’ to this existing problem, in addition to industry wide insights re. the changing face of the contingent workforce - namely the movement of contingent workforces into cloud-based HCMs.


We identified that there wasn’t a clear roadmap for HR to incorporate Hatch into their company’s existing ecosystem.

We were able to streamline this insight gathering process, outlining what’s required for Hatch to integrate their students into a partner’s existing HCMs.

human touch

At enterprise level, companies will always expect a certain degree of the ‘white glove’ approach

We strongly believed however, with the streamlined processes proposed, with Hatch asking the right questions of HR in the product, that mid-tier companies won’t require the current level of human interaction.

We also suspect, with this discrete set of questions creating a more robust, streamlined process, that Hatch may also begin to see a reduced dependency on face-to-face follow ups from the enterprise level partners as well.

step 4: next steps


where to from here?

our recommendations to Hatch

keep testing

We were seeing very strong trends to validate our hypothesis, but acknowledge that wider testing amongst current partners would be necessary before committing to any large scale changes.


standardise collection of information

Create an easily accessible database of all partners HCM requirements, to facilitate the streamlining processes.


identify success metrics

How successful are the 4 discrete questions re  'Getting to Launch'.

Our suggestions:

  • measuring the time to 1 hire... and the time to 10 hires

  • measure at the number of follow up meetings/calls between the partner and your customer success team

what's next?


further opportunities

are we addressing the right problem?

Due to the scale, and in turn opportunities of this project, we found ourselves at every point asking “are we actually addressing the ‘right’ problem?”.


Whilst our research indeed supports our hypothesis of confidence and efficiencies being gained through the integration of contingent workers into a companies HCM, we were left feeling that there was in fact a bigger opportunity...


Hatch really needs to also be addressing the concept of ‘desire’.


What offering is necessary for companies to see long term value in Hatch, and in turn implement the necessary broader structural amendments to their on-boarding process to accommodate this partnership.


We suspect that their offering of, albeit very talented students, may not be enough for them to action the organisational changes necessary to accommodate Hatch at a larger scale.


We believe that there are longer term opportunities for Hatch to broaden its appeal by offering a wider range of skills and experience within the contingent workforce, to include working parents, creatives and the semi-retired workforce.


This bigger question was beyond the scope of this particular project, but we presented it to Hatch in our handover presentation as ‘Final Thoughts’. They were really interested in the concept and keen to make the time to explore it further within the business.




what I learnt about...

the client

Working with a startup has its own unique set of challenges and opportunities - whilst there’s ​less people, everybody's role is really important and offers greater levels of empowerment and authority. Working directly with the Product Manager, we were able to make decisions really efficiently, which gave us lots of opportunities to react, respond and (often) pivot throughout the project. ​

​the industry

The recruitment landscape, and in turn the larger Human Resources industry is undergoing a massive evolution, as it endeavours to keep up with the rapidly changing face of work. These new developments, especially over the last 12 months, really informed the solutions we were able to put forward.


This project was fast and furious! Both the recruitment landscape and in turn, scope for this project, were huge (and a tad overwhelming). We hit the ground running on day one (amassing an impressive arsenal of industry-specific acronyms as we went) and never dropped the pace.

It was a really exciting having this opportunity to work in a new, unfamiliar space with the Hatch team, as they go about building a whole new approach to the idea of employment.