Employee Onboarding. The Enabler. 1 P a g e Employee Onboarding : The Enabler

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1 Employee Onboarding The Enabler 1 P a g e Employee Onboarding : The Enabler

2 Abstract Countless organisations have been trying to dedicate the first day entirely to induction training and give a better onboarding expereince to the candidates, but only a few suceed. One should understand whether the Onboarding process is an enabler or just a transactional process as it directly effect early attrition, cost and employer brand for any organization. In this whitepaper, know how Onboarding can be coupled with Technology under HR shared service model and bring out more value to the candidates, HR department and ultimately to the organisation as a whole. Also mentioned how PeopleStrong Onboarding solution has provided a modern and improved solution with best-in-class functionality to capture, monitor, and control all the pre and post onboarding activities more smartly, quickly and with better accuracy for one of our major client. 2 P a g e Employee Onboarding : The Enabler

3 Employee Onboarding The Enabler Imagine you re going in to a new shop. What do you see? Sure, you look at the brand. You look at the display on the shop windows. Now, imagine the first time you walk in to that shop. What do you see? What do you feel? You look at the lighting, the sequential placement of items, the ergonomics in arrangement and the first hello that the service man says to you. If it s good, you re that much further in to the shopping cycle than before and that much more involved. As the proverbial saying goes, hook, line and sinker. That first hello, that first experience is, for each and every employee, the onboarding experience. Over the course of years, organisations have been trying to optimize this first interaction. We ve come up with better ways to streamline, make the first interactions fun and much more about learning than just about the documentation. Countless organisations have dedicated the first day entirely to induction training and some have even followed that up with a few more days. But what do you do when your industry demands from you an extremely fast paced work force? What do you do, when business needs able men and women on the front lines as fast as possible? What do you do, when your organisational footprint is so large, not all employees get to interact with their HR on day 1? Is your onboarding still an activity or should it now be an enabler? Studies estimate that the cost of replacing an entry level employee is between 30% -50% of the person s annual salary.1 When the decision of employees to stick with an organisation is made within the first 30 days, it is the moral responsibility of the employer to make sure that the employee s decision is enabled on the right metrics and not matters which would otherwise be moot. Getting the onboarding quotient just right is of paramount importance to an organisation. We ve all been listening to the age old adage, the first impression is the last impression ; and while we may or may not agree to the statement in its entirety, we acknowledge that it is up to a very large extent a precursor to the overall opinion and even at instances a directional current if not the destination itself. And to get all this right, you need the right data! The Challenges in Onboarding for HR The greatest feat for any HR team is not the enablement of managers of the organisation to take the most informed decisions, neither is it to enable employees to gain the correct information to perform their day to day tasks; but it is to ensure that all managers and all employees at every office have the same level of enablement. The wider the footprint, the greater the task and the greater the achievement. So how does HR ensure that experiences are the same across the organisation? The method cannot be too rigid not allowing for locational flexibility, but it cannot be too 3 P a g e Employee Onboarding : The Enabler

4 flexible allowing for any noncompliance. Then how does HR ensure that a streamlined process makes way to every corner of the workforce without any additional tassels? Organisations agree that an onboarding exercise should be the same across all its locations. But for organisations that also operate in remote locations where the availability of HR professionals is not pervasive poses problems. Not all managers and employees can be trained to take on the onboarding task. It is in such situations that the onboarding mechanism takes a documentation procedure to maintain the uniformity. However, too much of a documentation would lead to the exclusion of interest for employees. The next milestone is the analysis of the collected data from this uniform process. Organisations collect huge amounts of data, but what matters most with data is collection at the right time and the right interval. In the onboarding process, an overall scorecard can get you only so far to justify a refined activity, however the measurement and tracking of the all activities at the right junctures can be, for lack of a better term, revolutionary. The adherence to data sets and their insights may not be evolutionary, but they sure do lead to innovation. The small finite number of changes in activities can bring about a great change in processes and their penetration. The Business Need An HR Function is akin to a smooth ride. It involves the right application of the right components at the right time. Similarly, a successful onboarding activity involves the application of the right practice at the right centres and the appropriate distributions in time. The derivation of the results from an onboarding process is just as important for the organisation and its stakeholders as is the business itself. Organisations delve further in to the human ability to enrich data and derive insights from everyday tasks. And being the first and foremost point of contact, it becomes the HR function s responsibility to refine the information given to new joiners and to see to it that the collective insights from new joiners go towards the formulation of better policies and procedures. PeopleStrong Alt & HRSSC At PeopleStrong, our HRSSC function excels in the adaptation and implementation of industry best practices. The usage of statistical tools and techniques lies at the core of the service ideology. We serve with the right data at the right time. With the usage of PeopleStrong Alt for our delivery of services, we ensure that over 100 unique fields of data are captured and for your ease, displayed to you at stage wise junctures. A dedicated team of professionals continuously delve in to the finer details of the data, making sure that all the necessary information is gathered and that the information reaches the correct points to seed the further processes for a smooth employee onboarding experience. We ensure that all employee personal and professional details are captured in time to ensure payroll and statutory compliance. The completion of documentation and the maintenance of employee information through Alt and its allied services is our primary 4 P a g e Employee Onboarding : The Enabler

5 objective. The seamless transfer of data from one system to another is enabled via our secure data transfer protocols to ensure the easy availability and security of data. Advantages: With organizations moving towards implementing HRSSC practices and PeopleStrong Alt, there are a lot of advantages that are offered. Some of the key advantages have been mentioned below 1.Reduction in administrative costs. 2.Higher speed of retrieval and processing of data. 3.Reduction in duplication of efforts leading to reduction in cost. 4.Availability of accurate and timely data about human resources. 5.Better analysis leading to more effective decision making. 6.More meaningful career planning and counselling at all levels. 7.Improved quality of reports. 8.Better ability to respond to environmental changes. 9.More transparency in the system. Case Study A major QSR from the organised fast food industry, recently adopted services from PeopleStrong and also chose PeopleStrong Alt for the maintenance of data. Before the services began, all the information was managed via different procedures in different regions with no specific clarity on the quality and the data and very little inferences sought from the data. But to support the vision of the organization to grow and expand automation of the HR processes was felt rightly by the top management. The organization has total 20,000+ employees spread in more than 1000 locations across India hiring approximately 2,000+ every month. Like business portfolios, diversity existed in job nature, people issues and locations. It was a challenge for the group HR to accommodate such. The initial perception was to cater the diversity in terms of location and business needs, make the HR processes faster. It was a business as well as a strategic decision for the company to take the new centralized management of processes and adherence to technology to 5 P a g e Employee Onboarding : The Enabler

6 manage and standardize the onboarding procedure. Bring cost optimization through efficiency, self-service & automation initiatives. The onboarding module helped HR in updating and gathering real-time data of employees. To save any kind of hassle for employees, existing process flows were strengthened or redesigned as needed to ensure that required information is captured at right place and time. Through weekly dashboards, HR could manage all the information related to new joiners. Subsequently, all processes were streamlined with the help of automated tools and mobile phone based applications for the adherence to data accuracy and compliance to defined SLAs. Results: A single window for all the onboarding related information to HR, managers & employees. Less dependency on HR department for matters of employee record creation Significant reduction in time taken for onboarding & related queries and reduction of TAT from 7 days to 3 day. Updating employee records from an average of 5 days to 3 day. Managing more than 1000 employee transactions per month Standardisation of processes PAN India The technology upgrade backed by existing document managing system has helped the company create positive environmental impact apart from business and employee experience benefits. Client has realized multiple benefits: financial, efficiency and security with the help of Alt & HRSSC. Conclusion With secure and sustainable business practices forming an important agenda of Businesses as they impact the Triple bottom lines digitizing processes or adapting smarter ways of handling transactions is the way forward. 6 P a g e Employee Onboarding : The Enabler

7 Author Bio Prakash Rao Founding member & VP mphro Prakash is a Founding Member and Vice President of the Multi-Process HR Outsourcing business at PeopleStrong. An expert in the field of HR Transformation, Prakash has led the transformation of Human Resources for various leading organizations of India. Interest areas: Payroll, HR Shared Services, HR Analytics, HR technology. About PeopleStrong PeopleStrong is a leading platform based mphro (Multi-process HR Outsourcing) and Technology company,headquartered out of Gurgaon in India. We enable Business Leaders and CEO's in transforming their people agenda.our proposition value is further enhanced by the fact that customers see us as trustees of HR Transformation, partnering in their prime objective of creating Happy Organizations. We have implemented some of the largest HR Service Centers in Asia Pacific. We deliver employee services across regions and time zones for more than 300,000 employees and have hired more than 40,000 employees through a unique technology interface coupled with high end decision making Tools for people data. We are the first company in the space to be successfully assessed on SSAE16.For details more details, visit Corporate Office PeopleStrong HR Services Pvt. Ltd. A-10, Infocity, Sector 34, Gurgaon , Haryana, India. Ph no: contact@peoplestrong.com 7 P a g e Employee Onboarding : The Enabler