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There is a distinct separation regarding the necessary management categories involved when onboarding/offboarding new employees:
When it comes to managing the technology side, you must consider everything hardware and software related, from when the new hire or former employee enters and exits your organization’s human resources information system (HRIS). From email logins to device management of laptops and phones to software license expiration dates and volume purchased, there are a plethora of details to oversee within the management wheel.
As far as managing onboarding, a closer look at user experience would be time well spent in streamlining the process. In this instance, consider the users in two ways: the ones who work within the HRIS program daily within your organization, at the human resources or hiring department’s level, and the non-frequent users, comprised of your new hires or existing staff.
Bianca Lam, a senior recruiting specialist with Citi, recently switched gears within the organization and is now a program manager for campus recruitment. She offered some key insights into how smart organizations should rethink their chosen HRIS platforms to offer a better user experience on both ends of the user spectrum.
Some companies prefer to embrace a single HRIS platform, for simplicity’s sake. This could prove to be a not-so-simple productivity issue if the process isn’t rolled out well to the regular users, Lam said. They may have been satisfied and productive with the original systems working in concert with another just fine. With a new program, unless you address training at the forefront through change management, you will lose the advantage of what you were hoping to receive — simplification of the process.
Because of the high cost of RPA maintenance and support, more companies will adopt automation best practices and build RPA centers of excellence. The rise in popularity of RPA will help to standardize and control RPA, reducing bot faults, maintenance, and lost business value when bots are removed from production. Change management Never underestimate the power of change management to build support around a new system and procedures.
“Go ahead and spend money and hire change managers and let them take the lead to have training sessions so the onboarding team and department managers know how to fully use the chosen system,” Lam said.
“Don’t be afraid to encourage play in the system with dummy jobs for training purposes.” Make sure your chosen system and your budget are aligned to your goal of simplification. Don’t scrimp if certain system capacities or training would greatly benefit the user experience on all sides.
“If the department manager receives approval for a job posting and they access the HRIS system to make a requisition for a job posting online, but an error is made to the cost center/location/job code, oftentimes that’s due to a lack of training,” Lam said. “Employees look upwards in organizations to receive training to do their jobs better.”
Your new hire may be excited by their new role but underwhelmed by a hard-toaccess platform as they come on board. Some employees also appreciate some handholding in the first tentative days with a company and are nervous to make a mistake; instead of turning to technology, they turn to their hiring supervisor or the human resources department through emails or phone calls to prompt them through the process. The potential to see personal data such as bank account information, addresses, and contact information is amplified if they ask to share screens to be coached through the process.
“Some tech-savvy people get it (the HRIS system) right away,” Lam said. “But others need help, and you end up on the phone longer than you should be. This could cause compliance issues because if screen sharing is involved, personal data could be shared, which is against compliance overall.”
Taking the approach that people should intuitively adapt to your system undercuts opportunities for a more diverse workforce. It’s becoming rarer to experience companies who submit offer letters printed and delivered to the prospective candidate’s home or via email. An offer letter waiting in a portal to be accessed may be a confusing adjustment in cases of a generational gap for an employee in an older age bracket, Lam pointed out. The same can be said for a technology gap with someone early in their career being exposed to a dated technology onboarding platform in their previous organization. “Back in the day, new hires would get a physical letter or a pdf emailed. Now, they’re not getting emails even, and won’t find tasks until after logging into the system,” Lam said. Without having a fully trained staff to help guide these candidates, you could lose an opportunity to embrace all candidates, wherever they are on the digital transformation process personally. Keep this in mind when looking to gain on the technology process side. Aside from generational dynamics, flexible options can be more about providing flexible options that meet the expectations of everyone to open doors to diverse candidates. Employees expect choices because it offers the flexibility to select what fits their comfort level. When you can meet all employees at all levels, this gives employers the edge
Your enterprise’s approach in adopting onboarding platforms and training for staff to fully implement a program that is supposed to provide automation efficiencies may be lacking without someone steering the change and encouraging adoption through training. This isn’t about just the technology, it’s about the experience that allows employees to thrive.
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