Employee onboarding – An HR Technology Search a definition


walking in the Expo hall IHRIM ’08 in Orlando last month was no less than a dozen vendors that are onboarding product. It was not much more than three booth stopped coming to the conclusion that there are many definitions of onboarding as there are vendors selling onboarding products. For that matter, there are several definitions for each consulting and HR industry analyst who writes on the subject of onboarding. So what is the onboarding? Can a comprehensive definition of onboarding to write?

Ask seller onboarding product what onboarding is, and their response is likely to be skewed towards the strength of their own product. Instead, ask the HR professional what onboarding and they will generally define onboarding simply as transfer candidate for a role in the work . The candidate may be new to the organization, or is already involved in the organization as employees, contractors, partners, or any number of peripheral capabilities. The role of the candidate is to import can be any cooperation with the organization, most typically employment relationship role, but the role may also be enlarged or responsibility, either permanent or temporary.

onboarding technology manufacturers offer products that take a myriad of factors, as defined above, all claim their approach is the most important and the only approach that matters. It is not surprising, then, that all of the vendors with onboarding products IHRIM ’08 showed very different approaches to onboarding. A closer look at each of the vendors and their products reveals that there are two main approaches to onboarding :. transactional onboarding, and acculturation

transactional onboarding focuses on automating business data and processes associated with moving the candidate in his new role. Data transactions are usually collecting data from candidate and generating forms, such as tax and benefits form and employment policy confirmation tones form. The transaction may also include data integration between other systems, such as talent acquisition and HRMS or between the organization and third party partners, such as the background test vendors. Basically, transactional onboarding seeks to automate and perfect the process associated with onboarding, process defined through a combination of business strategy, industry best practices and with regulatory bodies.

acculturation focuses on the process to move a candidate in his new role as quick and as efficient as possible. Acculturation is to make sure the employee understands his role and the organization and help them achieve productivity quickly. Acculturation is to make the transition as smooth as a candidate and painless as possible. If it seems that acculturation is a right-brain artistic-thinking side onboarding character transactional onboarding is left brain logical-thinking side onboarding person, this is not without reason:. there are many ways to smooth onboarding transition candidate, but there is only one way to maintain consistency i9 form.

Accu accredited Ting candidate (also known as temper candidate or more big-brotherly that indoctrinating candidate, a term often heard in Europe) can be achieved in many different ways. Some vendors implement acculturation in the form of a new employee portal, where candidates can access information like newbies, though many HR executives might question the need for another gateway in addition to ESS and the company intranet. Other vendors implement acculturation through compensation model (help candidate wade complex benefits package option), and even other vendors provide structured training programs (not surprisingly integrated with the vendor Learning Management System).

obviously two methods -transactional onboarding and acculturation-are not mutually exclusive. Some organizations will benefit more from one method to the other, but many will benefit from both methods. With best-of-breed approach as prevalent as it is in the HR, it is quite possible that the company may choose to implement more than one onboarding vendor to address different requirements, which are often driven by specific organizational goals. These goals are often under the influence, or completely defined, with strategic business objectives such as reducing costs, faster performance, compliance, or even by corporate green initiatives.

Reducing the cost of onboarding is typically accessed from transactional onboarding side of the fence. Eliminating paper process does not only paper, printing and reproduction costs (support green initiatives organization), but also reduces the costs associated with the processing of paper, such as shipping, long term storage and access forms (for efficiency in the office, and on the review) . Automatic process generally involves integration between systems: If data is collected in electronic form to start with, it makes sense to eliminate the transfer of data (write) labor in favor of integration with other systems organization.

quickening effect is obviously obtained more from acculturation perspective, but can also include a technology called recording , which is software that allows the agency HR or managers to request items or materials needed in candidate to carry out new roles. For example, a manager may need to seize cubicle, desk, chair, and computer for their new employee. While this is a relatively common technique associated with onboarding, it is interesting to note that the recording can be thought of as the life cycle worker process even start before a candidate has been identified and offer extended. Would not it be useful for a manager to ask cubicle desk and the employee as soon as the open position has been created? Then request badge and access employee as they are onboarding? Then request a replacement computer 3 years after he has been employed? While most manufacturers offer recording as part of the onboarding process, much less offer it as a life cycle process.

Human Resources processes are rife with regulatory compliance issues, which are usually more directly with transactional onboarding but with acculturation. From taxes to employment verification, and enforcement of internal trade policy of the institution to address industry best practices, to achieve and maintain compliance is almost universally goal of onboarding effort. Not without reason: non-compliance can be expensive, especially when the added risk and business, such as high turnover and unfamiliar work. Organizations must contend with these business conditions should consider onboarding system to help reduce their risk.

organizations consider onboarding efforts should focus on establishing and prioritizing goals. Those who have a business, such as high turnover (such as hospitality and fast food companies) and the use of foreign labor (construction companies) are probably better served with a transactional onboarding system. Companies with highly professional workforce that is difficult (and costly) to recruit and retain could be better served by acculturation-based system, however, should be forewarned that the retention process continues long after the onboarding process completes.

organizations considering an onboarding strategy should also focus on leveraging previous technology investments, which onboarding is rarely a standalone system. How does the vendor provide for system integration? Have they accepted standards such as HR-XML? Is their approach, such as best-of-breed versus comprehensive HR suite, best fit the needs of your organization? Does the vendor have off-the-shelf integration of the organization? Is the application vendor need a new user portal, or is it to run in the current ESS organization, HR portal or intranet?

And finally, organizations assess onboarding strategy should focus on the flexibility of the solution options. While transactional onboarding will naturally follow the rules and industry best practices, it should also be flexible enough to meet your company policies and procedures of the Agency, both now and in the future (as it may change). When compared acculturation technology is a platform vendor meet their requirements including not only business strategy and culture of the organization, but also Rice infrastructure such as ATS, HRMS and Employee Communications portals or prescribing technology and what the organization should take the best practice ?

A sensible approach to define onboarding initiative begins with the establishment define their goals, prioritize goals, and carefully evaluate technology options. Such an approach will inevitably lead to a successful onboarding practice.


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