As telecom leaders, we provide a key component in the representation of the company we work for via the customer experience generated. When a new employee is hired into the organization and receives his or her telecom device(s), the holistic company’s employee enablement ability is presented. The method in which this process is conducted provides the new associate with a firsthand experience on how their new organization operates. This makes the onboarding process one of the most important customer experiences within the organization’s telecom procedures. With that, AOTMP highly recommends considering the following:
1. Deploy without delay. Waiting weeks and weeks for someone to say “yes” to a new employee’s connectivity is sloppy; and may cause the new team member to contemplate their career move. Delays within the telecom device deployment process can also challenge the new employee’s ability to be effective in their new role. Deployment requires setup in advance of an associate’s start date so as to eliminate potential delays.
2. Role-based telecom allocation. Linking the right roles/responsibilities to the proper allocation of device(s) deployed is an effective practice. You cannot utilize an organization’s employee level/title alone to effectively deploy devices. For example, consider the variance for a Director of Operation and a Director of Sales. While both roles identify as the ‘Director’ level on an org chart; each role could require very different telecom enablement tools.
Role-based telecom allocation requires a partnership with key business stakeholders to generate the effectiveness of fulfilling various telecom options. The right business stakeholders should take ownership in their partnership role with your team, since they want their associates equipped with the most effective business tool(s) available to enable more success. If that isn’t feasible, gather the employee’s feedback on what telecom devices would make them more effective in their role.
A predominant example of improper telecom deployment is associated with AirCard/Mi-Fi device deployment. Employees who do not typically travel have little to no use for an AirCard or Mi-Fi device. Yet organizations with auto- or blanketed deployment standards provide them. Once deployed, these devices are not flagged until they show up (90 – 120 days later) on a zero usage report. Then, to manage the Aircard/Mi-Fi device (that should have never been deployed), the organization is faced with an ETF fee from the vendor to cancel it. All of these costs can be avoided with a better and more effective role-based deployment plan.
3. Proper communication planning. For new employees, special considerations may need to be made for the way deployment communication is managed. The new associate may not have their email set up or a desk line to reach out to. If you do not consider these factors, from the existing procurement communication process flow, updates for device status or general deployment may not be reaching new employees.
A well-crafted and systematic methodology for device deployment pays off in hard dollars, and most importantly, in a more successfully enabled workforce. AOTMP can help your telecom team be more effective with your holistic telecom deployment strategy by utilizing the right methodology for determining effective cost considerations and planning for operative device distribution strategies.