Starting from a verbal brief
The client explained the existing physical suggestion-box process verbally, without a detailed requirements document. I translated the brief into the application structure and designed the product from scratch. The design was frozen in the first round.
Employee: submit an idea with context
The submission form captures a brief explanation, budget estimate, expected duration if approved, company benefit, and target. These fields help reviewers understand the idea and its potential implications.
Manager: review constructively
Managers can reject a suggestion with a reason, approve it with a 1–5 star rating and explanation, or partially approve it with specific modification feedback. Partial approval returns the suggestion to the employee without treating it as a rejection.
Top Management: decide and prioritize
Top Management receives manager-approved suggestions, with higher-rated ideas prioritized. It can approve or reject an idea, and rejection requires a reason—even when a manager previously rated it highly.
Track approved projects
The Top Management dashboard organizes suggestions by rating and status, including approved, in progress, completed, in process, and failed. Approved projects can track timelines, spent and remaining budget, daily progress updates, and photos of key updates.
The key design decision
Separating partial approval from rejection created a constructive modification loop. Instead of ending the process when an idea needs work, the interface makes the next step and feedback explicit.
Outcome
A complete digital suggestion-management workflow designed from scratch for an internal product accessed through HRMS. The design was frozen in the first round. No organizational improvement percentage is claimed without verified evidence.
My contribution
Product architecture, role-based workflows, forms, decision states, dashboards, feedback loops, project tracking, and end-to-end UI design.