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Paper based compensation; high risk of error; manual approval of salary and offer letters; and, incomplete work, all contribute to holding up the onboarding process.

Adhering to and knowing all applicable labor laws requires a lot of manual attention. The larger your organization and the more geographic regions you operate in, the more regulations you must comply with.

Hiring managers need to collect information about new employees (bank, tax, personal details), as well as contact and health-related information. They must also collect referencing from previous employers. This can be a largely manual process with a high risk of human error.

At the end of an employment contract, outstanding holiday and financial calculations must be made and collated to send to a ‘leaver’ this often involves several processes and multiple involved parties. Access to sensitive company information must be revoked as well as any hardware collected.

Once an employee has been onboarded it can be time consuming to track disciplinary issues and employee progress (bonus pay outs etc.) usually involving data stored in different places and then manually collated. Late bonus payments or missed bonus payments can dent employee morale. Equally, if disciplinary records are not kept up to date, an accurate view of employee performance over time may become difficult to maintain.

A rushed, unstructured onboarding process can result in vital steps being skipped, leading to operational knowledge gaps and uncertainty. The effect of an unstructured onboarding process directly links to retention of employees.