Modern businesses are rarely set in stone and throughout an individual's career trajectory they are likely to make several major transitions. Many organisations are only just beginning to understand and cater for the impact of joiners, movers and leavers (JML) and are only just beginning to ensure adequate systems are put in place.
Managing the JML process within an organisation requires a level of attention to factors such as costs and overheads, company ethos and values, and a consideration of support needed for an individual's transition within or externally from the business. Efficiency is vital, particularly in ensuring departments work to automate and promote administrative effectiveness and reduce the risk of human error. Having a strong, supportive onboarding and offboarding process can not only reduce costs, but also promote employee retention and ensure security or privacy risks are minimised.
Several organisations have developed company specific JML policies, most notably the Department for Business & Trade (DBT), with a core focus on service goals, encompassing the triad of efficiency, productivity and transparency*. The DBT identified that unmanaged leaving processes resulted in (1) overpayments due to inattention to payroll processes; (2) delays in returning laptops, equipment and passes; (3) failure to adequately block sustained access to employee services; (4) inadequate profiling of leavers and consequently a failure to fully offboard colleagues upon departure. Therefore, the DBT developed a process focused on automating services via a platform built on Python and Django, with all areas from external services, notifications and audit trails managed.
Few would realise the effect sufficient JML processes can have on productivity and cost for a business as a whole. Cost management concerns can range from anything such as software licences, to employee benefits - however, there can also be considerable overheads attached to onboarding or simply even moving someone across a business. Typically, this will depend on the size of the organisation and it could be said, SME businesses may need to be particularly cautious in particular areas. Broadly, to overview each key strand:
Will require new systems to be configured (including software packages, payroll and incorporation into company systems). Service records will need to be created and hardware may need to be expensed and delivered to home users. It is important to note that 22% of staff turnover occurs in the first 45 days, and 55% of staff that don't have an onboarding process fail to achieve expected results.
Typically a currently employed member of staff moving across the organisation, for instance, due to an internal promotion or career change.
An employee making the decision to depart the organisation. At this point, careful consideration needs to be maintained to ensure that colleagues are fully removed from the business. Asset and Lifecycle management are key, as is the collection of equipment and passes.
We at Total are proud to support a range of business partners and can support your needs wherever you are in the JML process. Please get in touch and we would be more than happy to support.