Despite high interest in certain RAF roles, application numbers were declining due to friction in the end-to-end user journey–particularly when users encountered closed roles.
Constraints:
Multiple stakeholders with competing priorities
Limited resources and tight deadline
Existing journey did not provide alternatives for closed roles
Users were abandoning applications when reaching closed roles, with no guidance toward other relevant opportunities. The challenge was to increase application completion while maintaining a manageable design and development scope.
Role Open User Journey
Role Closed User Journey
I explored maintaining a single application flow that did not differentiate between open and closed roles. While simpler to implement, it continued to hide role availability from users and offered no alternatives when roles were closed.
I ultimately recommended splitting the journey into two role-aware flows–one for open roles and one for closed roles that surfaced relevant and similar opportunities. Although this increased design and implementation complexity, it ensured users were always presented with viable application paths, aligning better with user intent and recruitment goals.
Increased applications for desired and similar roles.
improved user experience by reducing frustration and drop-off.
Demonstrated that prioritising intent over sheer volume leads to better recruitment results.
This project reinforced that thorough discovery and iterative development are crucial in service design. By understanding user behaviour and mapping constraints early, I was able to make informed tradeoffs, design role-aware flows and ultimately increase relevant application completion–demonstrating the value of aligning design decisions with both user needs and business goals.