This pack is for the Digital Workplace & Employee Experience team only.
Enter your team code to unlock.
Aurora Nexus Global employs over 3,000 people across its Malaysia and APAC operations, spanning corporate, retail, Islamic banking, and digital functions. The Group Digital and Information team manages the technology infrastructure that connects the business day-to-day, while Group Human Resources owns the policies, programmes, and people systems employees depend on. Both teams have delivered significant digital platforms over the past three years. Somehow, the employee experience has gotten harder, not easier.
ANG currently runs four separate platforms that employees are expected to use for information and self-service: the Learning Management System for training records and course completions; an HR portal for leave, payroll, and performance management; a SharePoint intranet for policies, announcements, and team documents; and a legacy intranet that was never formally decommissioned after the SharePoint migration in 2023. None of these platforms share a common login, a unified search layer, or a consistent notification framework. An employee looking for the updated travel claims policy has to check at least three systems before finding it. Most give up before that and raise an IT helpdesk ticket instead.
The cost of this fragmentation is visible in the data. IT helpdesk tickets categorised under "information access" and "policy queries" rose 40% year-on-year. In the first half of FY2025, the IT Operations team logged 847 tickets that should have been resolved through HR self-service. HR simultaneously received 312 queries that were actually IT access or system issues. Both teams are resolving problems they do not own. The average resolution time for a misdirected ticket is 6.2 hours, compared to 1.4 hours for a correctly routed one. That gap is not a helpdesk inefficiency. It is the cost of a broken employee experience, absorbed silently by two teams that did not cause it.
The harder truth is that the Digital team and the HR team both built their portals with legitimate mandates and genuine effort. The HR portal launched in 2022 with a self-service brief. SharePoint was rebuilt in 2023 to improve document discoverability. The LMS was upgraded in early 2024. Every project was delivered on time and on budget. None of them were designed to connect with each other, and no single team owns the joined-up experience. Employees have adapted by asking colleagues in hallways and team channels. Institutional knowledge now lives in chat threads. It cannot be searched, updated, or governed, and it disappears the moment someone leaves.
| Ticket ID | Source Team | Query Type | Time to Resolve (hrs) | Correct Channel | Escalated? | Self-Resolved? | Month |
|---|---|---|---|---|---|---|---|
| TK-1041 | IT Operations | Policy Document Access | 7.5 | HR Portal | Yes | No | Jan 2025 |
| TK-1087 | HR | System Login Issue | 4.2 | IT Helpdesk | No | No | Jan 2025 |
| TK-1134 | IT Operations | Leave Balance Query | 5.8 | HR Portal | No | No | Feb 2025 |
| TK-1189 | HR | SharePoint Permissions | 6.1 | IT Operations | Yes | No | Feb 2025 |
| TK-1203 | IT Operations | Training Record Not Found | 3.9 | LMS Admin | No | Yes | Mar 2025 |
| TK-1247 | IT Operations | Expense Policy Clarification | 8.3 | HR Portal | Yes | No | Mar 2025 |
| TK-1298 | HR | Onboarding Checklist Missing | 5.5 | Digital Team | No | No | Apr 2025 |
| TK-1341 | IT Operations | Performance Form Not Loading | 4.7 | HR Portal | Yes | No | Apr 2025 |
| TK-1389 | HR | Benefits Enrolment Error | 9.1 | IT Operations | Yes | No | May 2025 |
| TK-1412 | IT Operations | Policy Version Conflict | 6.8 | HR / Digital (disputed) | Yes | No | May 2025 |
| TK-1455 | HR | LMS Course Enrolment Failure | 3.3 | LMS Admin | No | Yes | Jun 2025 |
| TK-1501 | IT Operations | "Where Do I Find..." Query | 7.2 | Multiple | Yes | No | Jun 2025 |
In the first six months of 2025, my team resolved 847 tickets that had nothing to do with IT infrastructure. Staff are raising tickets with us because they cannot find HR policy documents, cannot log into the HR portal, or cannot determine which system holds the authoritative version of anything. My engineers are spending a combined 38 hours per week answering questions that a functioning self-service portal should have eliminated entirely. We are subsidising a broken digital experience with IT Operations headcount, and I cannot keep absorbing that cost without this being a shared problem.
The issue is not the technology. We built four separate systems, each owned by a different team, with no shared taxonomy, no unified search layer, and no clear signposting to tell an employee which system to use for what. Every time we launch a new portal or migrate content to SharePoint, we add another door that employees have to try before finding the right one. I need us to agree on who owns the end-to-end employee digital experience, and then give that person the authority and the budget to actually fix it. What we have now is digital clutter with a helpdesk tax attached to it.
Using the helpdesk ticket data provided, identify the top three fragmentation patterns. Which query types are most frequently misdirected? Which teams are absorbing the most misrouted work? What do the escalation rate and average resolution time tell you about where the system is breaking down most severely? Use Copilot to summarise the patterns, calculate the time cost, and highlight which ticket types are doing the most damage to productivity.
If ANG replaced its four fragmented platforms with one unified employee digital experience, what would it look like? Define the core features, the ownership model, and the governing principle for what belongs on the unified platform versus what stays in a specialist system. Use Copilot to help you build a design brief that covers the top five employee journeys the platform must support, the governance model needed to keep it current, and how a new joiner would experience it on day one.
Identify the two highest-impact changes ANG can make in the next 90 days to reduce helpdesk misdirection and improve information discoverability. Define three measurable outcomes that would confirm the employee digital experience is improving. Use Copilot to stress-test your recommendations against the ticket data and the platform design from Task 2, and draft a one-page brief that the Head of Digital Transformation could take to the HR leadership.
Your working folder contains 2 files for your team:
Opens in OneDrive. Use Incognito / InPrivate mode.
Power Ups are your next step — take what you built today and think about how to bring it back to your real work at Alliance Bank.
Complete your challenge tasks first, then unlock them here.
You have used Copilot to solve a scenario. Now bring it back to your real work at Alliance Bank.
In Tasks 1 and 2, you found that the biggest driver of helpdesk noise is not broken technology but employees not knowing which system to use for what. You also designed a unified employee experience with a clear ownership model. Alliance Bank faces the same challenge: multiple platforms, multiple owners, and no single front door for staff.
Use cases from digital workplace and HR teams at banks like yours. React to these: swap, add, or keep.
As a team, pick your top 3, then paste this into Copilot:
Your winning use case needs a great prompt. Paste this into Copilot:
Test it. Refine it. Make it yours.
Draft your adoption pitch: