New Employee Onboarding: A Real-World ERM Use Case
In an ideal world, every new employee would begin in his or her new role on day one with everything needed to do the job: a security badge, work space, furniture, a phone, office supplies, any required equipment, and a laptop or desktop set up with all required applications, an email account, and access rights to all necessary enterprise systems.
While any number of things can go wrong and prevent such new-job nirvana, developing a comprehensive new employee onboarding process can maximize odds of first-day success and minimize the risk of new employees lacking any essential facilities, resources, equipment, or system access.
Enterprise request management (ERM) provides an ideal framework for designing, implementing, and optimizing complex processes like new employee onboarding. It provides a toolset that crosses functional boundaries; enables automation of tasks, scheduling, and approvals; and incorporates both quantitative and qualitative (employee feedback) metrics that support continual onboarding process refinement and improvement.
Developing the onboarding process starts by envisioning the end state (a fully provisioned employee, ready to be productive from the start) and working backward to identify all of the activities that need to happen in order to achieve that outcome.
What are the tasks involved? Who needs to provide approval for each purchase or activity? Which departments and individuals are involved? What are the timelines (e.g., item A has to ordered one week before employee start date) and prerequisites (e.g., specification precedes approval, which is required for purchasing, which must happen before installation)?
Next, assemble the team (all process owners who need to be involved) and use graphical tools to map out task trees. Look for opportunities to automate processes wherever possible, and remove (or at least account for) bottlenecks.
Finally, test the process from end to end, to assure the right people receive the right notifications at the right time, and underlying systems involved in the process (ITSM, HR, facilities management, payroll, etc.) are properly and accurately updated by the ERM automation engine.
Of course, the onboarding process is unique for each role, in each location; provisioning a new sales representative in a regional office is much different from setting up a new accounting manager at corporate headquarters.
Still, much of the process may be common across jobs. Another advantage of using an ERM strategy for employee onboarding is the ability to clone process workflows and modify them as needed to address different circumstances. This greatly simplifies the process of developing onboarding processes for each additional role.
Glitches can always happen of course, and everything may not be perfectly in place for every new employee on day one. But utilizing the ERM framework for onboarding provides a structure that minimizes the risk of any balls being dropped. Particularly for large organizations that frequently bring on new employees, ERM helps assure those individuals have what they need to feel comfortable in their roles and be productive right out of the gate.