On-Boarding and Off-Boarding of Talent – Creating Common Practices for Contingent and Full-Time Labor

As a Talent Strategy professional and anyone who has every worked with me, I draw lots of pictures.  As a visual person, pictures help me solve business problems.  In the last couple of days, I have met with fellow ex EDS’ers, an HR software company and an on-boarding software firm.   After many meetings learning about business challenges many are experiencing today, on-boarding was a common subject.

Those who manage contingent labor were talking about how can they best confirm that E-verify, background checks, 1099 verification, state and local employment documents are completed and easily accessible. Additionally how can they effectively provision this labor category into their buildings and systems that it is easily auditable and traceable by the organization?

Those who manage professional services firms are concerned with how do we manage the labor that comes into our buildings and gain access to our systems?  How do we know they have gone through the same due diligence around background investigations and drug testing?  Finally when they are finished with the project, who turns their access off?

Those who manage full time labor state their hiring is increasing, how can they leverage their people’s time to confirm that all of the new hire paperwork is completed, drug tests are performed, e-verify is completed and documents are in a location that is easy to access. Furthermore, how can they provision the new hire so they have a desk, computer and business cards within the first week?

The common terms from these three sets of professionals were  tracking, audit, leverage time, reduce paperwork and consistency.

I began to map our discussions out into a simple visual.  See below:

The top chevron identifies what are the demand triggers for people inside an organization?  Secondly how can they fill the demand?

The next level of chevrons identifies the Talent Supply Process at a VERY HIGH level.  The top process covers the acquisition of talent for all labor categories with the exception of professional services.   The bottom process is the acquisition of workers traditionally provided through a statement of work.

Next Visual

Now that we know how labor is acquired into an organization, what is important is to understand the details within each talent supply option.  I than pulled out old client work product that supported Full-Time Labor  On-boarding Process, Professional Services On-Boarding Process and the Contingent Worker On-Boarding  Process.  Here is what I saw.

Full Time:

1. Manual or partially automated through the Applicant Tracking System – On-boarding Module.

2. Provisioning is manual or supported by an email process.

3. HR or Administrators are responsible for collecting new hire paperwork.

4. Paperwork is manually stored or partially electronically stored within HR.

5. Pain is created when there are mass hiring initiatives, especially with provisioning of new employees.

Contingent Labor

This one is interesting because it depends upon how the company is managing their labor today.

1. Disparate processes, but contractually obliged to consistency in drug and background checks.

2. 1099’s seem to fall through the cracks.

3. Companies provide these workers access to their facilities, however depending upon how it is managed there may be none to 100% oversight of who is working inside the organization.

4. To audit compliance to contracts is manual and would require the contingent workforce management team to audit each supplier independently.

5. Off-boarding of contingent labor also varies and one does not guarantee that a worker hands in their badge, is removed from the systems or has access to proprietary things.

Professional Services / Project Worker

1.  This group may be contractually obligated to perform the appropriate background checks; however auditing this for confirmation is a manual practice.

2. On-boarding , provisioning and tracking can be done centrally or is managed through a hiring manager.

3. E-verify are left to the services provider, should the corporation be a government services provider.

Technology Infrastructure / People Touch Points

So being a process geek, I start thinking about the systems that support all of these on-boarding and off-boarding activities and the PEOPLE touch points.

Applicant Tracking Systems

VMS systems

General Procurement Systems

ERP System

Email

Custom Software Application

People Touch Points:

1. Recruiting / HR

2. Security

3. I.T.

4. Manager

5. Supplier

6.  Background Check / Drug Testing Company

7. Administrators

8.  E-verify provider

9. HR Technology / Operations

10. Accounts Payable

YIKES.

SO WHAT???

Wow this is a loaded question.  Today these labor categories are managed by multiple groups with their own processes and practices.  When I was at EDS, Kim Mckinney, centralized all of the security, background and drug testing practices.  No matter what type of worker you were, you went through her group.  So what I am trying to say is What can you centralize easily?

Another option is one of the only independent on-boarding workflow software companies, KMS Software. http://www.kmssoftware.com/ I have known these guys for years and struggled with why companies would keep this separate.  Rosette gave me a demo yesterday of their workflow engine, and I was blown away.  State and National Paperwork, Background and Drug Testing, Offer Letters, Provisioning, Off-Board Management, E-verify and E-signature were all integrated into one platform.  The best was, it can be audited with ease!  So from a risk management and compliance standpoint, there is no crisis management finding all of the PEOPLE Paper.  My wheels turned due to the fact that all labor processes are beginning to merge and this little independent on-boarding tool, now has one of the greatest value propositions to offer to their clients. They provide the ability to  track, audit, leverage time, reduce paperwork and create consistency.

Again being a process geek, I started thinking about how can a company centralize all of their talent supply practices into one on-boarding process?   Unfortunately this one is going to be unique for each company.  The other question that came to mind is – if a company has a Managed Services Provider, how can this type of tool help their delivery practices?  (I think tremendously!).

While this is not a software commercial, this is an article to introduce a solution to a common problem for three different groups of people.   Looking at any practice of how we acquire talent, we need to always challenge ourselves to say “How can we do it better?”  I hope this article begins to challenge you and your organization how to do on-boarding and off-boarding better.

If you would like more information about KMS Software, contact Rosette Cataldo, VP of Sales,  rosette.cataldo@kmssoftware.com

Traceymfriend@yahoo.com / Tfriend@brightfieldstrategies.com
Tracey Friend, Consultant

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