Case Study
Improving employee experience for a global energy company — digitising HR workflows for 90,000+ employees worldwide.
Shell is a global energy leader with operations in over 70 countries and a workforce of more than 90,000 employees.
While its core business spans oil, gas, and chemicals, Shell is actively investing in renewable energy and digital transformation to support a lower-carbon future. With such a large and diverse workforce, Shell relies on modern, digital-first systems to manage HR, compliance, and employee engagement at scale — areas where design plays a vital role in improving efficiency, accessibility, and user experience.
Product Designer embedded within Shell's HR digital team — analysing existing workflows, designing clearer digital experiences, and validating them with employees.
Shell's internal HR systems handled mandatory training, compliance reporting, and employee self-service — but many processes were fragmented, hard to navigate, and still reliant on service desk support or manual workarounds. With over 90,000 employees across 70+ countries, even small friction points had outsized operational costs.
The design challenge was to digitise and simplify these workflows without disrupting existing compliance requirements — making it easy for employees to do the right thing, without needing to raise a ticket or call a helpdesk.
I focused on three interconnected areas: cyber security awareness, the internal intranet, and the external careers portal. Each was tackled through research, stakeholder alignment, and iterative prototyping — with usability testing to validate improvements before handoff.
Designs were kept consistent with Shell's design standards and accessibility requirements, ensuring a coherent experience across all platforms and devices.
Each workstream followed the same four-phase discipline — moving from discovery through to tested, handed-off designs.
Three distinct workstreams — each tackling a different dimension of Shell's employee-facing digital experience.
This project focused on improving employee awareness and participation in Shell's cyber-security initiatives through the creation of digital scorecards. The aim was to build strong security behaviours by making mandatory training, best practices, and safe system usage more transparent and engaging. The scorecards highlighted key focus areas — device protection, secure data sharing, ethical communication, and the prevention of social engineering — helping employees better understand their role in protecting company systems and information.
I contributed to UX improvements on Shell's internal HR intranet, The HUB. The work focused on streamlining navigation, improving the clarity of key employee services, and reducing friction in everyday tasks — accessing HR resources, policies, and support. By simplifying information architecture and enhancing usability across high-traffic areas, the project delivered a more intuitive, employee-friendly platform supporting efficiency and engagement at scale.
Shell wanted to update their main careers portal — where applicants discover the company culture, find roles, and apply. The original UI designs were produced by an external agency. I was tasked with conducting a heuristic review and providing structured feedback and improvement recommendations to bring the experience up to Shell's accessibility and usability standards.
Screens and flows across all three projects — navigate each slider or open full screen to explore in detail.
"Feedback from Shell highlighted my impact on the employee experience platform, recognising my expertise in UX/UI design, accessibility, and design systems. I was acknowledged for bringing an employee-first mindset, strengthening collaboration across teams, and helping deliver a more seamless, engaging experience for over 90,000 users."
Projects shown include live work, pitch deliverables, and design produced as part of embedded or collaborative engagements. Some work was completed as part of a wider team. Deliverables reflect the scope and direction at the time of engagement — the live experience may have since changed, launched in a different form, or not proceeded to production. All brand assets and trademarks shown remain the property of their respective owners and are displayed here for portfolio reference only.
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