Onboarding automation is a myth. 

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When we talk about employeeonboarding, we're talking about many different concepts and many different players:

- On the HR side, a multitude of tasks: DPAE, retrieve RIB,...

- On the HR side, the implementation of an integration plan: welcome, meeting with the teams,...

- IT, General Services, Business: preparation of everything an employee will need: software, hardware, badge, car,...

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The multitude of players makes it difficult for IT to provide employees with complete equipment on the day of their arrival. A large part of the operation cannot be automated because it consists of gathering information with the business units: who is arriving, when, what equipment should be allocated... and then asking the general services department to create the badge, the finance department for access to the payroll software and the sales assistants for a company car.  

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The importance of onboarding

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Yet employeeonboarding is an essential element of employee engagement and experience. This step is a combined effort by HR, IT and business managers. It's the whole package. The cost of poor onboarding is "lost opportunity".

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The "commissioning" of employees (i.e., creating, modifying, deleting, or deactivating user accounts within the IT infrastructure and assigning hardware) is perhaps the most time-consuming event in a company. It is, depending on the level of growth, an event they face on a daily basis. Since every new employee or job change requires an update of permissions. User onboarding and offboarding is critical to IT security, employee productivity and process efficiency within an organization.

The involvement of the manager, pivotal in this process

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In this nebulous process, the manager is the only one who has the business vision on the employee's equipment. He needs to be involved and work hand in hand with IT to validate the employee's resources before the arrival.

Thus, in the IT onboarding workflow, the manager's validation makes it possible to establish a precise list of resources to be allocated and to control IT expenses because only the necessary equipment and licenses are distributed. 

For the employee it is a prepared arrival: his equipment is ready and his accesses are created. Multiple exchanges with the manager are eliminated: no more tickets, chat messages or unnecessary emails. The future employee is operational from the first day. 

HR is responsible for employee information, the business units for employee equipment and IT for provisioning, traceability of who has what in the company for the security of information systems and monitoring of investments. 

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Opting for a collaborative approach, geared towards empowering the business, is the most beneficial attitude. 

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The definition of employee profiles

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To facilitate this manager/IT partnership, the implementation of business rules, an access model based on the organization's roles, is an important step in provisioning. The objective is to develop a matrix that maps the roles with the associated list of applications and hardware. 

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For example, a sales profile must have 1 laptop, 1 phone, 1 Outlook box, 1 Salesforce access, 1 badge, 1 car, 1 gas card....

An employee profile can be built on the roles and responsibilities of a group of employees, depending on the department, the job, the location... 

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In this way, resources can be determined and allocated in a structured way. This represents a configuration effort at the beginning, but it pays off over the entire employee life cycle. On arrival, during internal mobility and when employees leave. 

Over time, the profiles will evolve to adapt to the company's changes. 

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A catalog of resources is created, along with employee and administrator profiles.

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This is a considerable time saving for the manager's validation. The resources are pre-checked and he only has to validate and process the exceptions. 

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Validation of the manager

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The proposed approach is as follows: 

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1. The employee file is filled in (by HR or automatically via an HRIS sync)
2. A workflow allows the automatic selection of resources in the resource catalog, according to the profile used
3. Then the IT onboarding is delegated to the manager to check this list.
4. It is then the manager who validates and triggers the requests. He is the guarantor of the employee's equipment. 
5. IT, general services and other resource managers can finally process requests, allocate and track "who to what" over time.

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"Since we have Pyla, I no longer question the veracity of the information. The information comes from the platform and is then validated by the manager. It's a peace of mind, and it makes my life much easier. A boost of confidence on the circuit and in addition, we gain in speed." Sébastien Burgeat, CIO at CTN France

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