Working in partnership to protect vulnerable and exploited workers

The Gangmasters and Labour Abuse Authority (GLAA) is a vital, though relatively small, agency within the Home Office, dedicated to combatting exploitation and abuse in vulnerable working conditions. With increasing authority to license employers and prevent mistreatment, the GLAA works to protect workers who may be unaware of their rights, face language barriers, or have their pay unfairly deducted — individuals often subjected to modern-day slavery in various industries.

The GLAA is undergoing a significant transition from DEFRA to the Home Office, which requires not only a shift in governance but also the migration of key IT systems, including their customer-facing platform. Recognising the urgency of this change, the team decided to tackle both the system migration and platform overhaul simultaneously. This approach was essential, particularly since the licensing system was outdated and approaching the end of its service agreement, necessitating immediate attention and modernisation.

As we began exploring the project, my first step was to immerse myself in the existing user flows alongside the in-house Business Analyst. Together, we took a deep dive into the current system, identifying friction points and areas where users were struggling or where the process could be more intuitive. This initial discovery phase gave us valuable insights into the system’s weaknesses and areas for improvement.

Once we had a clear picture, we compiled our findings and presented them to internal stakeholders, laying the groundwork for a more efficient and user-friendly system. With their feedback, we moved forward by testing our ideas with external users from across the country, gathering real-world input to ensure we were on the right track. This iterative process allowed us to refine the user journey, ensuring that the final design would be a seamless fit for the diverse needs of our users.

During the discovery phase of this project, I set out to gather as many insights as possible to truly understand the needs and pain points of our users. I knew that to create an effective solution for the GLAA, I needed to explore a wide range of research methods. I conducted in-depth interviews, distributed surveys, and even arranged remote site meetings, connecting with workers on the ground to hear their experiences firsthand.

Given that the project was following the Government Digital Service (GDS) framework, I knew it was crucial to balance both quantitative and qualitative research to ensure we had a well-rounded perspective. By combining hard data with personal stories, I was able to piece together a comprehensive understanding of the challenges faced by users, giving the GLAA a clear and actionable vision to guide the development of their platform.

The GLAA brought in digital experts not only to support their transformation project but also to share our extensive knowledge and experience with their internal teams. Throughout the process, we held multiple collaborative meetings, where we exchanged ideas, offered insights, and worked closely with the internal teams to ensure the transformation was successful and aligned with best digital practices. This partnership helped bridge knowledge gaps and empowered the GLAA to better navigate the complexities of their digital shift.