Onboarding breaks down wherever it depends on the memory of a particular HR person: someone forgot to order equipment, the manager did not schedule a meeting, probation goals were discussed verbally and forgotten. Let's look at what onboarding looks like when a newcomer's entire journey — from accepting the offer to the decision at the end of probation — is built into a single scenario.
Preboarding: before day one
After accepting the offer, the candidate sees the documents needed to join the payroll in their personal account — the personal record card (form T-2), the application for employment, the tax deduction application, bank details and the employment contract. They can view them, download them and submit them for verification. The HR officer only has to check what is already done: preparing pre-filled documents takes 5 minutes instead of 30, and on the first working day the newcomer just signs.
The workstation is ready on day one
A series of notifications goes to IT, the office manager, the line manager, the recruiter and the learning manager — so the newcomer sits down at a ready computer with an account already set up instead of waiting a week for everything to be prepared.
The first days: goals instead of uncertainty
On the first working day, the manager gets two tasks: a 1:1 introductory meeting and agreeing probation goals. After these meetings the newcomer understands what lies ahead in the next 90 days and what is expected of them. The system itself schedules a series of meetings and tasks for the entire onboarding period. On day 30, the manager receives a task to discuss the results of the first month.
The decision at the end of probation
Two weeks before the end of probation, the newcomer gets two tasks: record actual achievement of the goals set and complete a wrap-up survey. Then the manager makes the decision. A positive one means moving on to annual goals. A negative one means the system launches offboarding: a task to terminate the contract with the reason already recorded, the order, removal from benefit programs, and notifications to managers.
How many steps this involves
One such scenario means dozens of notifications and tasks: in our example it came to 34 emails and 16 tasks. Doing all of this by hand without missing a single step is almost impossible. In the system, the scenario runs by itself — HR sets it up once and watches for exceptions rather than tracking each newcomer.
