Rankmi | Human Resources Company | Projects
About the project
Client:
Rankmi
Project
During the 2 years I was working at Rankmi I got to know and work on several of Rankmi's products. Redesigning and making Discoverys of new products. During this process I worked mainly with the Talent Management and Benefits team.
In this process my most outstanding projects were in Selection, Workflows (Applications) and the Organizational Chart, which was my first challenge.
Products
ATS (This product see al the candidate process from apply to sending the job offer from the kanban structure)
Org chart
LMS (Lerning Center)
Benefits (Product focused in all the different benefit that the companies offer to their workers)
Profile (Workers profile whit the different sections like: Documents, Workflows, Position details, etc)
Workflows (Product centered in all the different flows from the sending to approval or Rejection stage)
Others like Feedback, Recognition, Notification center, Core etc…
Some example about user flows from the diferent product cases.
Tasks
Product Designer of the Talent Management area and support in other areas.
Support for the redesign of the Design System.
Support and mentoring of new team members.
ake requirements primarily from the talent management and benefits area of the company.
Support colleagues in the development of cross-functional designs.
Active participation in the redesign of the company's Design System.
Mentoring junior team members.
Presentation and defense of designs in Design Reviews and Design Critiques using arguments on usability, heuristics, and other relevant design aspects to be considered.
Documentation and tracking of requirements together with the Product Owner and Front End in charge of the team.
Discovery presentation of the recruitment and candidate selection product. - Redesign and presentation of the Workflow / Application product.
Active participation of QA processes
Actively participate in the Front and QA processes when the requirement is about to go to development readiness.
