THE COMPLETE GUIDE TO USER EXPERIENCE METRICS

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The Complete Guide to User Experience Metrics Learn how to use the most popular UX metrics, improve the user experience, and prove the ROI of your efforts.

Editor’s Note: This guide was written in partnership with Annette Franz, CCXP, CEO, founder of CX Journey Inc.

User experience (UX) is part of the bigger customer experience (CX) ecosystem. Its focus is

strictly on the experience a user has with the design of a website, application, or product.

Great UX design means a user can solve a problem or fulfill a need with ease. This

intuitive experience results in more satisfied users, higher conversion rates, and fewer

technical issues, reducing business costs down the line.

Before you can make improvements to your digital platform(s), you need to understand

their current state. To do so, there are two UX metrics that you can leverage: behavioral

and attitudinal. >>

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Behavioral metrics focus on how the users feel about your product, while attitudinal

metrics hone in on how they interact with it and are based heavily on real-time user

feedback. Over time, these measurements will help you compare and track the quality of

the user experience.

This guide addresses how to collect and act on behavioral and attitudinal metrics to

deliver the best user experience. We’ll also address how to demonstrate the business

impact of your efforts.

Let’s start with key definitions. •

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The user experience The term user experience (UX), was popularized by Don Norman, an American

researcher and developer, who said that “User experience encompasses all aspects of the

end user’s interaction with the company, its services, and its products.”

There are many variations of how UX is defined. In his description, Don tried to be all-

encompassing, while others have narrowed the focus. For example, User Experience

Network defines user experience as: “The quality of the experience a person has when

interacting with a specific design.” In other words, it’s the perception of the interaction

with a product or user interface.

User interface (UI) is a subset of user experience. It’s where the user interactions

happen, whether it’s via a website, an app, or any other digital platform. User interface

considers all the visual, interactive elements of a product’s interface—including buttons,

icons, spacing, typography, color schemes, and responsive design. The goal is to visually

guide the user through a product’s interface.

Another definition of UX that stands out, comes from the User Experience Professionals

Association International (UXPA): “User experience is an approach to product development >>

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that incorporates direct user feedback throughout the development cycle (human-

centered design) to reduce costs and create products and tools that meet user needs and

have a high level of usability (are easy to use).”

While it’s advantageous to know the various interpretations of user experience, if you’re

looking for a safe bet, here is how we define the term: UX is the totality of the end-

users’ perceptions as they interact with a product, app or website. This can include

their experience with an app on their mobile phone, but also covers non-digital or

product experiences. •

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Why UX matters A study in the Oxford Journal Interacting With Computers states: “The goal of UX design in

business is to improve customer satisfaction and loyalty through the utility, ease of use,

and pleasure provided in the interaction with a product.”

Great UX design is based on solid user research and the intention to address and solve

users’ problems and fulfill their needs.

A properly designed user experience results in more satisfied users and higher

conversion rates due to the intuitive experience. An experience that is designed right

from the beginning, will lead to fewer issues down the line, reducing costs for your

organization.

User experience isn’t a standalone concept—it’s part of the bigger customer

experience (CX) ecosystem, which also includes digital experience (DX). •

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The role of UX in customer experienceLet’s look at three key terms—user experience, digital experience, and customer

experience—and how they’re interconnected.

So, we know that user experience is the sum of all the interactions a user has with a

specific design, i.e., a website, application, or product.

Digital experience is the sum of all the interactions that a customer has with an

organization via digital touchpoints—website, app, mobile, social media, etc.—over the

life of the “relationship” with that company, and the feelings, emotions, and perceptions

the customer has about those interactions.

Customer experience is how customers perceive their interactions with a company.

It’s the sum of all the interactions—online and offline—that a customer has with an

organization over the life of the “relationship” with that company, and more importantly,

the feelings, emotions, and perceptions the customer has about those interactions. >>

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How are these three elements connected?

Customer experience is the umbrella discipline, and user experience and digital

experience are subsets. Despite Don’s definition, user experience focuses on user

interactions with a product, whereas customer experience focuses on the

customer (and the overall relationship), who might or might not be the end user.

Also, to transform the customer experience, a CX leader must have all the right

foundational elements in place: executive commitment, leadership alignment, a

customer-centric culture, governance, a great employee experience, and so much more.

There needs to be a holistic, cross-functional approach.

Another differentiator is that CX zeroes in on emotions, feelings, and perceptions–an

enormous part of what an “experience” is or elicits. Not to say that that user experience

and digital experience don’t focus on this, but many user experience definitions mention

nothing about feelings, emotions, or perceptions. Perhaps, for some, it is implied in

“utility, ease of use, and pleasure.”

User experience often focuses on usability (of the product) on a specific channel

(e.g., app, website), whereas customer experience looks across all channels, all

interactions, and all ways in which the customer engages with the company.

Digital experience focuses on the interactions at digital touchpoints. And, as shown in the

diagram below, user experience overlaps with digital experience.

UX design focuses on how the product or

the website works for the user, while CX

design focuses on the end-to-end experience

(transactions, journeys, relationships).

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>>DX UI UX

CX

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Steve Jobs said, “Most people make the mistake of thinking design is what it looks like.

People think it’s this veneer–that the designers are handed this box and told, ‘Make it

look good!’ That’s not what we think design is. It’s not just what it looks like and feels like.

Design is how it works.”

This speaks volumes. The only way to deliver great user experience is by considering the

user, their needs, and the problems your product or solution can solve. •

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The user experience team It’s typically the responsibility of a UX designer or a team of designers to optimize the

user experience. There are a variety of skills and backgrounds that would be preferable to

do this work and to do it well.

A UX team is as diverse in skills and backgrounds as a typical CX team. Skills required

to design the experience include: qualitative and quantitative user research, analytics,

information architecture, design thinking, prototyping, visual design, writing, strategy,

product/concept testing, usability testing, and facilitation, to name just a few.

Some of the skills mentioned above–qualitative and quantitative research, product/

concept testing, and usability testing–directly lead to a better product or user experience

design.

UX teams or designers are ultimately responsible for measuring and tracking the quality

of product experience. But they’re not the only department involved in collecting and

acting on UX metrics–it takes a village.

Here is an example: Product managers do the market research, helping to answer the

question, “What problems are customers having that we must help them solve?” >>

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Product designers take into account both market research and business needs. And UX

designers conduct user research that informs the user experience, focusing mainly on

users’ needs.

All three are key players that need to work together–it’s the only way the product or

interface will deliver on the problem it’s supposed to solve and do it in an easy-to-use

way that is useful for the customer.

The Product and/or the UX team are responsible for acting on the metrics, designing,

and delivering a product that meets customer needs. Specific individual assignments will

depend on who needs what data, when, and why. The Product, the UX team, the UI team,

and the Marketing team will all be looking at the various UX metrics.

Now that we clearly understand ownerships, let’s shift gears to talk about the user

experience metrics. •

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The goal for UX metrics Just as you would expect, UX metrics are used to measure, compare, and track

the quality of the user experience over time. They are also used to measure the

effectiveness–outcomes and success–of the UX design strategy.

It’s really important to note: The metrics you select must be user-focused, not

business-focused. We’re talking about tracking and measuring the user’s experience,

not what it means for the business. Yes, that’s important as well, but UX metrics are not

business metrics; they must be linked, but they are not one and the same.

For example, a user-focused metric is “task success rate;” the business-focused version

of that might be “conversion rate.” That’s not user-friendly language; that’s marketing

language. Put the user and his success at the forefront. We’ll dive into linking UX metrics

with business ROI further down in the guide.

One more thing: Before you start collecting UX data, you have to establish

objectives and desired outcomes. Know the why and what you want to achieve. This

will guide what data and metrics will be gathered and how they will be used. >>

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The two types of UX metrics There are two major types of UX metrics: attitudinal and behavioral.

Attitudinal metrics are all about how users feel or what they say about your product,

while

behavioral metrics measure what users do with or how they interact with your product.

Some separate UX metrics into the following three buckets: descriptive, perception,

and outcome. The first two–descriptive and perception–fall under the definitions of

behavioral and attitudinal, while the last is important to know (and use) but is too

high level to be used for measuring, comparing, and tracking the quality of the user

experience.

Outcome metrics help you measure the overall effectiveness of your UX strategy and

often tend to be used more by Marketing (e.g., conversion rate) and Finance; that’s

because they don’t help you identify where things are going well or wrong within your

product (use the descriptive and perception metrics for that). •

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Why you should measure both behavioral and attitudinal metricsMeasuring both behavioral and attitudinal metrics is important because it gives you a

complete picture of the user experience.

Behavioral metrics can often be tracked automatically, without intervening with the user

experience–you can capture the breadcrumbs of data that users leave behind as they

interact or transact with your product, website, or app. However, this only provides one

piece of the entire user experience equation. While you might see data that shows that

the experience broke down, you won’t know why, how the user felt about it, what impact

it had on them, etc.

On the other hand, attitudinal metrics are captured through surveys, feedback buttons/

forms, or interviews, where the user can tell you what happened and how they felt about

the experience. Often the surveys or feedback buttons function as intercepts, popping up

in a minimally intrusive way while the user is interacting on your website or app.

Combining the two provides a comprehensive overview of the experience and puts you in

a much better position to understand what’s going well and what isn’t. Let’s dig into some

top behavioral and attitudinal metrics used in UX research and design. •

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How to measure behavioral metrics There are a lot of behavioral metrics at your disposal, but here are some of the more

common metrics that will help you measure and track the quality of the experience.

Many UX designers use PULSE metrics, which are:

• Pageviews: the number of pages a visitor viewed on your website.

• Uptime: the percentage of time users can access your site or your app (meaning, it’s

not down or offline).

• Latency: the lag time or hang time, i.e., when you click the button, how long it takes to

go to the next page.

• Seven-Day Active Users: the number of unique active users on your site or app

within the last seven days.

• Earnings: revenue generated by the site, app, or product. >>

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Other popular behavioral metrics include:

• Time on Task: how long it took the user to complete a task.

• Task Success Rate: number of tasks completed correctly divided by the number of

attempts. (It’s important to define what success looks like first!)

• User Errors/Error Rate: how many times a user makes a wrong entry.

• Abandonment Rate: how often users left without completing the task, e.g., filled the

cart but didn’t make the purchase. •

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How to collect behavioral metrics By nature of what they are, user behavioral metrics can be collected automatically

without the intervention of an interviewer or observer, making this a simple and

inexpensive way to start collecting UX metrics. These are captured through site analytics,

user session data, app analytics, search log, bug review/tracking, and more.

But behavioral metrics can also be captured through other methods, including

ethnography or observation, A/B testing, eye tracking, and usability testing.

While important to collect, these metrics don’t provide a complete picture or the context

needed to understand the “Why?” behind each metric. That’s where attitudinal metrics

come in. • >>

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How to measure attitudinal metrics Attitudinal metrics capture what people feel or say about your product. There are far

fewer of these metrics than there are of behavioral, but they are equally important.

Below are the top attitudinal metrics you should capture.

System Usability Scale (SUS)System Usability Scale is a popular metric used by UX researchers and designers. It

consists of ten questions answered on a five-point agreement scale about the experience

with the product or website. These are ease-of-use type questions, but don’t provide any

sort of diagnostic details. The score itself is a bit complex to calculate, but it has become

an industry-standard, commonly used metric.

SatisfactionSatisfaction measures how satisfied the user is with the experience of your product or

website, down to the features and functionality. Satisfaction with the UX can be measured

in the same way as customer satisfaction: using the Customer Satisfaction Score (CSAT). >>

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CSAT is a multi-functional metric. It can give you a general view of customer emotion, or

a magnified look at the mood around a specific topic, feature, or step in your customer

journey. In most cases, CSAT is based on a 5-point scale from very unsatisfied to very

satisfied. To calculate the percentage of satisfied customers, you divide the total number

of customers who selected very satisfied (5) or satisfied (4) by the total number of

responses and times that by 100.

Star RatingsStar ratings, also known as emotional ratings, have become synonymous with site reviews

or online feedback. There’s not even a scale or a specific question asked, it’s just “How

would you rate your experience on our website?” Users simply rate the experience from

one to five stars.

Usabilla emotional rating emojis

At Usabilla we use smiley faces. This is a simple, yet effective, way to learn how users

feel or think about your app, site, or product. Critical to this–and to all other metrics–is to

include an open-end question, allowing the user to provide some detail behind the rating.

UsabilityAn ease of use/ease of task metric is probably one of the most coveted metrics for the UX

designer. Remember, measuring user experience helps improve satisfaction and loyalty.

You can’t affect those outcomes if you don’t do a good job understanding utility, ease of

use, and pleasure. Many will opt for the SUS metric, but a simple Usability/Ease of Use

question, such as the Customer Effort Score (CES), will work, too.

Net Promoter Score (NPS)Net Promoter Score states an intention to do something based on how you feel. If

someone is likely to recommend your product, your app, or your site based on the

experience they had using it, then the experience might have been a good one.

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NPS at a purist level is a relationship metric, and a high NPS might be a result of the

overall experience with the brand, not just on what the user experience was. While many

will advocate for NPS as a top UX metric, use it cautiously, and know that you will need

more data to understand the score. •

Usabilla NPS survey question example

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How to collect attitudinal metrics There are a variety of ways to capture attitudinal metrics. Nowadays, this data is typically

collected via various types of surveys, interviews, or feedback buttons.

The feedback button The simplest, least time-consuming, and most effective way to gather this feedback is by

simply inserting a pervasive feedback button on your website or within the app that users

can click on at their convenience. You can design these to be as simple (about a specific

part of a page) or as detailed (general site feedback) as you like.

Usabilla feedback button

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Targeted, in-the-moment surveys Targeted, in-the-moment surveys that reside within the user’s browser or app interface,

are another way to gather feedback. At Usabilla, we call these campaign surveys because

they can be customized based on the goal(s) of the customer, including segmenting the

exact users you want to prompt to give feedback.

Two of the most popular campaign surveys are slide out and full screen. These surveys can

also be used to recruit participants for a more-detailed survey that you send via a link in

an email invitation.

Usabilla campaign surveys, aka targeted, in-the-moment surveys

Embedded feedback icons You can capture user attitudes via embedded feedback icons. This is best used to

understand the quality of the content that you are sending and posting in your

Knowledge Base or FAQs page. For example, you can embed a thumbs up/thumbs down

feedback survey at the end of each blog post or email. Or you could ask users if a FAQ

article helped answer their question via a yes/no icon.

Usabilla in-page feedback icons

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Embedded feedback icons are a quick way for users to share their perspective of their

experience, at the moment, without interrupting the flow.

Keep in mind that qualitative metrics are not enough to drive action in order to improve

the user experience. You need to supplement them with diagnostic questions and data

that provide context and details that are missing from attitudinal and behavioral metrics

alone.

At the end of your survey, ask an open-ended question to add the color commentary that

is so vital to understanding the experience as it happened, where it went well, and where

it broke down. •

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Benchmarks for UX metrics Benchmarking your user experience is an important part of UX design. It’s good to know

how far you’ve come and how you compare to others, even if it’s just to have a better

understanding or perspective of user expectations in your industry.

UX metrics can be benchmarked in several ways: against previous designs, against the

industry as a whole, against best in class, against your key competitors, and more. You

shouldn’t ignore benchmarking, especially against previous designs or previous iterations,

but don’t get lost in what the competition is doing. Innovate, don’t imitate. •

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How to take action on your UX metrics Taking action on your UX metrics requires the data to be centralized, analyzed, and

contextualized in an accessible manner. Whether the insight is informational or for design

purposes, it needs to be visible and digestible for the ultimate consumer to take action

on it.

There are two steps:

1. Connect the dots between behavioral and attitudinal metrics.

2. Add additional context to the mix from the diagnostics and open-text feedback.

Let’s walk through an example of how you can take action on your findings.

Through behavioral metrics, you’ve uncovered that the Shopping Cart Abandonment Rate

is high on your website. This metric informs you that this problem exists, but it doesn’t

explain the reason behind it.

Luckily, you already have in place an exit survey on the shopping cart page that pops up

when visitors click to close the page without completing their purchase. The Customer >>

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Effort Score (CES) survey–an attitudinal metric–asks the user, “How easy was it to find

what you were looking for?”

Via branching logic, if a customer reports a high effort score, the survey follows up with

a more detailed question: “Why did you choose not to check out today?” with a list of

options to select (ex: price too high, too much private information required, not ready to

buy, other, etc.) and/or an open text box for the customer to add qualitative feedback.

On the other hand, if a customer reports a low Customer Effort Score, branching logic

allows you to inquire why they chose not to check out through the same multiple-choice

and open-text channels. Perhaps they were simply doing product research, plan to

purchase later on, or need more time to make their purchase.

Usabilla website shopping cart abandonment survey used by shoe brand, ecco.

The shopping cart survey is deployed after a user is on the page for more than two minutes.

So you analyze the survey feedback, and you learn that 60% of survey takers abandoned

their cart because they thought the checkout process requires too much personal

information. While the other 40% said it was unclear what fields needed to be filled out

and which were optional. These are two key findings that impact not only UX designers,

but also Marketing and possibly other departments that might need that user’s personal

information.

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This data needs to be circulated to key stakeholders within the company and decisions

need to be made based on both user and business priorities. Once changes are made,

the next step is to prototype the new design, test it with users, and listen to them to

determine if the new experience fits expectations and helps users achieve their goals.

This process allows for the level of detail that UX designers need to simplify the UI and

the experience, while also enabling cross-collaboration across the organization. •

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How to choose the right user experience metrics There isn’t a generally accepted list of metrics to use—i.e., use these five for optimal

measurement and tracking—there’s only the accepted classification of these metrics:

behavioral or attitudinal. That’s why you need to narrow your focus and select metrics

that matter to your brand.

Clearly, the first thing to note is that they have to be metrics that matter to your users, to

your business, and to the experience that you’re measuring. Beyond that, many folks are

leaning on the Google HEART framework to hone in key UX metrics.

In 2010, Kerry Rodden, Hilary Hutchinson, and Xin Fu wrote a paper about the HEART

framework of metrics that they had developed after applying it to 20 products while

working at Google. The purpose of the framework is to help you integrate both attitudinal

and behavioral metrics. Given that it’s based on work at Google, as you can imagine, its

focus is on web-based user experience, but the framework can be applied to any user

experience. >>

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They developed the framework after seeing the shortcomings in PULSE metrics

(Pageviews, Uptime, Latency, Seven-day activity, and Earnings) for measuring user

experience quality and reaping actionable data.

HEART stands for Happiness (satisfaction), Engagement, Adoption, Retention, and Task

success. If you look at each description below, you’ll find that, in the end, they are all

either attitudinal or behavioral metrics.

• Happiness: includes attitudinal measures like satisfaction, likelihood to recommend,

and ease of use.

• Engagement: includes some usage metrics, like the number of visits per user per

week or the number of photos uploaded per user per day.

• Adoption and Retention: include metrics like the number of unique users per time

period to distinguish between new (adoption) and existing/returning users (retention).

• Task success: includes behavioral metrics, like efficiency (time to complete),

effectiveness (ability to complete, percentage completed), and error rate.

You should select metrics that the business cares about and that truly reflect what the

user is trying to achieve. All of these metrics are useless unless they are tied to some

goal. Just because a visitor spent an extended period of time on your site does not

mean the site experience is great; it could mean quite the opposite—that they’ve been

muddling through it for minutes or hours just to do what they are trying to do.

So the next step in the HEART framework is to identify user goals. What are they trying to

achieve? How does the product help them accomplish this?

The authors put together a process that helps you:

1. State the goals (ex: user outcomes).

2. Identify the signals that indicate success (ex: survey ratings, user data).

3. Select the identifying metrics (ex: satisfaction) to track on your dashboard.

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When putting together with the HEART framework, it looks like this (and you can find

more details here):

GOALS SIGNALS METRICS

HAPPINESS Easy Experience Survey ratings CSAT

ENGAGEMENT Photo storage solution TIme spent analytics Number of uploads

ADOPTION Online account access Signup analytics New subscriptions

RETENTION Maintain account online User data Repeat purchases

TASK SUCCESS Make a purchase Shopping cart data Revenue

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Prove the ROI of your user experience efforts User experience improvement efforts are no different from any other project or initiative

within your organization in that, if you want to get the resources–time, human, capital,

etc.–to design or to improve the user experience, you must link the work to outcomes

and show a return on investment (ROI).

Outcomes matter, so don’t get so deep into the weeds on the many UX metrics that you

forget to consider the outcomes–for the user and for the business.

What could those outcomes be for the user?

• Ease of use.

• Goal completion rates.

• Satisfaction/great experience.

What outcomes would you like to see for the business?

• Increased conversion rate.

• Increased purchases/reduced cart abandonment.

• Reduced support volume/costs.

• Reduced development costs.

• Increased retention and referrals. >>

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In order to show ROI, you’ll need to first know and define the desired outcomes. Then

follow these steps to build the business case and prove the value of your UX program.

Step 1Identify and define each improvement initiative. Add a description of what it is, what the

work entails, and how much it’s estimated to cost. Provide enough details so that the

person reviewing it really understands what it is and what time, effort, and resources will

be required to implement it.

Step 2Outline how each initiative will impact the user. How will the customer benefit? How will

her experience be different once the improvements are made? In what ways will it create

value for them?

Step 3Executives love metrics. If the improvement is made, which metrics–including employee,

customer, and operational metrics–will be impacted? How? How are any of these metrics

linked? And how are they linked to outcomes?

Step 4Explain how that initiative and its benefits will affect or drive business outcomes. Which

outcomes? Revenue, conversion, cost savings, etc.? How? By how much? Quantify as

much as you can. If you’re not sure how, here is an ROI guide that walks you through the

formula.

Know that ROI is sometimes hard to prove directly or causally. There may be other factors

in play, including broader changes to the customer experience or to the business that

might impact or affect the bottom line. But if you can draw as straight a line as possible

between the work and the outcomes, you’ll be better off.

We recommend starting with making the argument that poor design is expensive and

improving the user experience not only benefits the users but saves the business a lot of

money. Cost savings are often “easier” to start with and to prove. •

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In Conclusion Peter Drucker, known as “the man who invented management,” said, “What’s measured

improves.” Without the right UX metrics in place, how will you know that the work you’re

doing is meaningful and impactful?

Don’t skip out on the opportunity to leverage real-time user feedback. Collect both

behavioral and attitudinal metrics to measure, compare, and track the quality of the

user experience over time. UX metrics also enable you to demonstrate how your

improvements impact both the user and the business.

For more information on improving your user experience, reach out to a Usabilla

representative. •

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