Are You Ready to Disrupt Your Onboarding Process?

Are You Ready to Disrupt Your Onboarding Process?

Blogger Kris Dunn (author of the hrcapitalist site) has a recent article published on that asks an interesting question about introducing change in HR. Is it better to be the person who sets up the initial HR strategy/processes or the one who innovates and improves on them?

Dunn makes a good case that being a disruptor (rather than what he calls the “first mover”) is an advantage. When you must overthrow old ways of doing things, by definition you are forced to think progressively. If you are the person suggesting and implementing agile solutions in HR, you also have the opportunity to show leadership and demonstrate cost savings – both big career boosting moves.

Distributed Services Win Again

The analogy Kris uses in his article is how Microsoft’s Money program lost out to newer, web-based options like Mint. The legacy software that required on-premise installation, made updates a pain to implement, and limited usefulness to a single point of access just couldn’t keep up. So, one of the Goliaths of the industry was felled by competitors who were better able to meet customer’s actual needs and deliver higher ROI.

Emerald Software Group is doing something similar in the onboarding industry. We’re not an unwieldy suite software provider, so we have the ability to focus on the functionality that is really required in onboarding. Plus, we use the web based SaaS delivery model which ensures uninterrupted data handling even as our solutions continue to evolve behind the scenes. HR directors and managers who “disrupt” their old ways of doing things to make the switch to this streamlined solution are consistently impressed with the resulting enhancements in both efficiency and compliance.

What Would You Do as a Change Agent?

Kris says if he were to take on the role of HR Disruption expert he would start by shaking things up at the managerial level. He’d get very aggressive with preparing new managers for their role by spending 30 grand or more in the first 2-3 years on skills training to ensure their success. That’s some pretty serious onboarding and would take some real negotiating to get the budget approval for! Fortunately, convincing a C suite executive to sign off on something like our Universal Onboarding isn’t nearly as tough a sell. In many cases, the return on investment is so fast and complete that clients see immediate cost savings.

P.s. happy birthday to Lori, my bride of 25 years in just another couple of weeks!

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