How Web-Based Onboarding

Engages New Hires and Speeds

Time to Productivity
Presented by Enwisen
This slide presentation is owned in whole by Enwisen, Inc., and
may not be copied or reproduced in any way without express
written permission. January 2007

Barbara Levin is Enwisen's Vice President of Marketing.

Agenda

Ineffective onboarding consequences

Why web-based onboarding?
Enwisen onboarding
Product demonstration
Case studies
Enwisen overview
Q&A

Why Should an Effective

Onboarding Strategy be Critical
to Your Organization?

The Onboarding Numbers Game

Average days to productivity

Average numbers of steps involved
Average number of systems involved
Percent of compliance paperwork not
collected
Annual dollars spent on new hire
orientation
Percent of new hires that decide to stay
with a company within the first six months

45 goal: productivity day 1

30 if not orchestrated
14 separate systems, log-ins, etc.

8% too much considering litigation

costs
$4.3B much lost after day 1

80% turnover: new hire orientation +

replacement = big bucks!

BL: When I look at these numbers, I am always shocked, and I have been looking at
them a lot recently. In the average company today in the United States, it takes 45 days
for the average new hire, the average new employee to get to productivity, whereas the
goal should be that they should be able to be productive new hires on day one.
The average number of steps involved to bring a new hire on board is 30 separate steps.
When you think about provisioning for things like laptops, e-mail addresses, benefits
enrollments, getting set up in payroll and up to 30 more, this is a lot of steps. And while
youre trying to build that employer/employee relationship, instead they are usually
having to go through 30 steps with a lot of different people.
The average number of systems involved - payroll, benefits, HR, provisioning systems
there are 14 separate systems and separate log ins as an average of what a new hire
being processed into your company has to go through in today's average company.

The percentage of compliance work not collected. Eight percent of compliance work is
not collected when it's supposed to be. Compared to some of these other numbers it
may appear to be a rather low number but it really isnt when you consider the cost of
litigation if just one employee did not confirm or acknowledge some of your safety
policies, for example.
Annual Dollars spent on new hire orientation: $4.3 billion. I actually checked several
sources for this number and was shocked by it, especially when you think about when
the average new hire comes on to the job and in their first day or two or three days, they
are just completely overwhelmed. Here is the handbook, here is the lunchroom
orientation, here are all of these forms to fill out, and so much of what you wanted them
to retain is actually lost after day #1. So that is a lot of money spent for not a lot of
retention of information.
The percentage of new hires that decide to stay with a company within the first six
months is 80%. Eighty percent of new hires who will leave the company decide that they
are going to leave or stay in the first six months. There is a huge issue with retention
and the amount of money that you have invested in bringing new employees on and the
onboarding process should be a way to make that number a lot lower. Make the
employee feel bonded to the company and want to stay. It shouldnt just be about form.
Onboarding should be about bringing an employee into your company culturally as well.

What Is Workforce Onboarding?

Its not just a checklist
Its not just a handshake from your recruitment application to your
HR system
Its not just new hire orientation (and then leave them to navigate the
organization themselves)
Its not just lunch with the CEO

Its a guided process which effectively delivers to the
prospective employee, their manager and the HR/Payroll function
the necessary information, tasks and acknowledgements required
to ensure a productive day one start with continued momentum
during the critical period

What is effective workforce onboarding, because we have seen what ineffective is? It
isnt just a checklist of forms that need to be filled out, it isnt just a handshake from the
recruitment application to the HR systems. Its certainly not just a new hire orientation
where everybody leaves their coffee and donuts and shakes hands and never sees
anybody again and has to navigate themselves through that entire new hire process,
and its not just lunch with the CEO. Effective onboarding is a guided process, which
effectively delivers the prospective employee to that employee's line manager and to the
HR, payroll and benefits function, the necessary information, tasks and
acknowledgments required to ensure a day #1 productive start, with continued
momentum for the onboarding process during the critical period and that critical period of

course is the first six months when 80% of new employees are going to decide if they
are going to stay or they are going to look elsewhere for employment.

Why Solve The Onboarding Problem?

Many key reasons major ones include:
 Productivity

Pre-boarding: system access, computers, badges, performance goals, benefits, etc. evaluated
and initiated prior to day 1 start

 Compliance

Employee/manager handbook, code of conduct, proprietary agreements: acknowledgements

can be captured through the onboarding process to reduce legal exposure

 Retention

Dramatically increase first 6 months retention

Other:





Engage employees via personalized onboarding experience

Build your brand as an employer of choice
Reduce paper and administrative time
Capture and route new hire data

There are many reasons to solve the onboarding problem. We have been touching on
several of them. The three key ones really are:
Productivity. When you have pre-boarding and employees can access things like
computers, badges, their performance goals, they can do their benefits calculations and
modeling and all of that can be done in a pre-boarding manner, what we like to call day
0, you can in fact have a new employee be productive on day #1.
Compliance. Employee and manager handbooks, being able to go through those online
and a web-based environment on day #0, before they walk in the door, right after they
are hired, to be able to electronically capture acknowledgment for things like codes of
conduct or proprietary agreements. Again if all of these are done and checked and the
process happens on a web-based environment before that employee walks in the door
on the first day, you have really reduced your legal exposure.
Retention. If an employee goes through a pre-boarding process and then has an
onboarding process that follows the employee through those first six months and even
beyond then you are really going to dramatically increase your first six months retention
on your new hires. And there are other reasons as well. Solving onboarding problems
really helps engage an employee via a personalized onboarding experience, which in
turn helps you build your brand as an employer of choice. Of course it's going to
dramatically reduce paper and administrative time and it's going to help capture and
route new hire data.

Employee Retention Decisions

The onboarding experience matters or you could pay the price later
Th e firs t d a y
Th e firs t w e e k
Th e firs t m o n t h
Th e firs t s ix m o n t h s
Th e firs t y e a r
Th e firs t t w o y e a rs
Th e firs t five y e a rs
O ther
0%

10%

20%

30%

40%

Source: Aberdeen Onboarding Benchmark Report August 2006

Employee retention decisions is something that I wanted to talk about one more time
because again, that personalized, web-based onboarding experience that you can have
with the new types of onboarding solutions that are available today can really make a
difference in retention. There is another way to really look at that first six months of how
many employees are deciding to stay or leave a company and these are the numbers
that you should really want to dramatically reduce.

Components Of A Good Onboarding Process

1. Forms Management
 Data capture of new hire information, provisioning details, benefits
elections, etc.

2. Task Management
 Workflow management to capture acknowledgement, progress
within the onboarding process, reminders/ notifications of all
parties involved

3. Socialization
 The user experience of the onboarding process to provide
content, guidance, decision support and navigation of the
organization incorporate into culture

Use of Technology





Pre-boarding
First 6 months vs. hand-off day one
Socialization via portal vs. paper/forms focus day 1
Do more with fewer resources

So what are the components of a good onboarding process? Now these and several
other things that you will see here come from a white paper, a benchmark report on onboarding and onboarding technologies that was done by Aberdeen Group. The
components that they really highlight are three and then use of technology to cover all
three.
The first is forms management. Obviously there has got to be data capture of new hire
information and benefit selection, of provisioning details and the like. There has to be

task management. There needs to be workflow to capture acknowledgments and to

progress the onboarding process through all of these pages and then to be able to see
the status of each of those stages so you know who is late, who hasnt turned their forms
in yet. The third is one that is probably the most important and probably gets ignored the
most, and that is the socialization. Everybody, whether you are doing onboarding
manually or if you are an early adapter of some of the great new solutions that are out
there now, there are a lot of solutions that can do forms and can do tasks, but its also
critical to think about socialization. That is the user experience of the onboarding
process that provides content and guidance and decision support to incorporate the new
hires into your corporate culture. And that is going to make the biggest difference in that
first six months retention. Much more important than forms and tasks, although obviously
for administrative purposes you need those as well.

The View for Best in Class Companies

The Aberdeen report and several others also say that for you to be able to do a best-inclass job of one, two and three, that you need to use technology. Technology can be
used for pre-boarding, it can be used as a first six-month employee experience versus a
hand off on day #1. It allows for socialization via portal versus paper and forms on day
#1 and you can do more using technology with fewer resources in your company, both
people resources and systems resources. If you look at the laggards, if you look at the
industry average, if you look at best-in-class, the best-in-class companies are really
going to take that holistic approach to onboaring. Onboarding is going to have a
strategic plan that looks at an onboarding experience versus onboarding forms. They
are going to view their employees as assets and adopt a talent management mindset so
you need to start nurturing that talent on day #1 as well. They are going to adopt a
greater combination of forms, tasks and socialization and they are going to leverage
technology to handle all three of those components.

Recommendations for Action to be BIC

Define the onboarding process and create an onboarding
roadmap

Integrate onboarding with the overall hiring management
process

Extend onboarding to the first six months, the amount of time
that an employee makes his or her decision to stay at a
company

Replace paper and spreadsheet based processes and use an
automated system that includes forms management, tasks
management, and socialization in the company culture

Integrate onboarding orchestration to your HR enterprise

Measure short-term retention rates and time to productivity

What are the recommendations to be best in class if your company wants to have an
onboarding experience that is personalized for each employee and starts to get to that
best in class column? You are going to define the onboarding process and create an
onboarding road map. You are going to integrate onboarding with the overall hiring
management process. You are going to extend the onboarding experience to the first six
months. Again, that is that critical amount of time when an employee makes his or her
decision to stay with your company. You are going to replace paper and spreadsheetbased processes and use an automated system that includes forms, tasks and
socialization into the company culture. You are going to integrate the onboarding
process and orchestration into your HR enterprise and measure short-term retention
rates and time to productivity to see where you are being successful and where you
might need some adjustment.

Onboarding
Technology

Best in Class Onboarding

Incorporates forms, workflow and knowledgebase
content
 Facilitates forms management, task management,
socialization

Helps employers:








Engage employees via personalized onboarding experience

Get new hires to work faster
Improve new hire retention
Build your brand as an employer of choice
Reduce paper and administrative time
Capture and route new hire data
Reduce legal exposure with consistent policies and
electronic acknowledgements

Best in class onboarding technology incorporates forms, workflow and knowledge-based

content. So again it's facilitating the forms management, it's facilitating the task
management. But it's also allowing you to extend the socialization through the first six
months. What does it do for employers? It helps your employees experience a
personalized onboarding experience thats theirs, gets new hires to work faster, it
improves new hire retention, it fills your brand as an employer of choice, it reduces paper
and administrative time, captures and routes new hire data and reduces your legal
exposure because there will be consistent policy of electronic acknowledgments.

Onboarding as Part of Integrated

Employee Portal with Hire-to-Retire
HR Communications

Centralized, integrated suite of on-demand, personalized HR communications

Hire-to-retire work/life events

Accessed 24x7 from work or home

Stays with employee throughout life cycle

Now in some cases, and certainly we understand that this is not a sales event, but here
we are using our solution obviously as an example. Onboarding is part of an integrated
employee portal that has hire to retire HR communications with things like total rewards,
HR policies, work/life events, benefits, decision support, managing people, HR solutions
as well and the great advantage is having onboarding be part of a full employee portal
versus being handed off if its an onboarding component that just comes from a
recruiting system because it then extends onboarding through and past the first six

months. It provides a continuous employee experience through hire to retire, all of the
work life events in there and it has a single sign on to all the solutions that are integrated
into your orchestrated onboarding enterprise.

A Fully Integrated Onboarding vs. Simple

Forms/Task Management in Recruiting System

Extends onboarding through and past first 6 months

Provides continuous employee experience through
hire-to-retire work/life events

Single sign-on to all integrated solutions in
onboarding orchestration

Barry Maxon is the Executive Vice President of Customer Solutions for Enwisen.

What Does Best in Class

Onboarding Technology Look Like?

BM: There are several key facets in the onboarding process and I just wanted to give
some examples, some screen shots, that will help demonstrate how these different
facets get tied into an actual real onboarding solution. How this gets deployed is highly
configured to various different customer environments. With some customers there is a
common question that comes up. Is this intended to actually replace the new hire
orientation and welcome aboard process? That is going to vary from company to
company to put in upon your culture and your workforce and some organizations.
Onboarding is being used to substantially replace the new hire orientation process,
where in other companies it is being used to highly complement the process so that you
can get rid of a lot of the paperwork and the tasks and the forms so that when your new

employee shows up you can still have an orientation that is really more impactful for that
user, more condensed and focused. To make an effective onboarding process by routine
technology, the question is, what does that look like?
We are going to go through some examples of different screenshots of how tasks are
completed and then we will get into the forms, the socialization and then actually on the
back end there is the whole reporting and administration of onboarding.

Key Facets

Tasks
Forms
Socialization
Reporting & Administration

The area of tasks. It's really important to know that tasks will vary by user. It could vary
by group of people or classification or location, so in this example, on the left hand side,
there is a series of tasks that a user would need to go through. Its not untypical for there
to be various tasks that are presented to a user in different onboarding systems. Its key
to note though that technology in general will help you organize tasks and make sure
that those tasks are always personalized and presented to the user based upon what
they need to achieve. So you always want to make sure that when you come at an
onboarding solution you want to ensure that you can always target the task to a specific
employee population.

Tasks
Forms
Socialization
Reporting

Its also important to note that tasks have to be flexible. You cant treat this as just a
linear process. Some steps are going to be required of the user before they perhaps can
proceed to the next step, or as you may want to have other steps that a user can do a
partial completion on or even skip. You always want to have the ability for a person to
say where they are in a process and return. In this example, there are different indicators
that show that a user actually completed this step, which is green, or they are in process
with the step. Here they are in the middle of completing the direct deposit. So there are
quite a few different things that you need to think through in terms of tasks that organize.
You want it to be a required task, an optional task, you want it to be something that they
can skip and return to complete later but you always need to have the status indicator so
you can actually see visually where they are in completing their different tasks. Its
important to note that you can have multiple parallel processes, multiple tasks that run in
parallel where they may be a specific set of tasks for an employee versus a separate set
of tasks that get communicated to a manager. An example would be if an employee has
completed their onboarding process then you want to make sure that a field manager
goes through to make sure that they have completed the onboarding process
appropriately.
We also see a lot of best practices where tasks are actually broken up into different
phases but treated as a continuum where before work there is a certain set of tasks that
may get presented to a person who has just accepted employment but actually hasnt
even begun work. You may have a separate set of tasks that they complete on day #1
and then literally another series of tasks that they would complete on day #30, or day
#60 or day #90. So we definitely want to encourage people in the industry and in
general our customers to think through this as a continuum, not just as a day #1 but
literally a continuum that occurs throughout a spectrum of time.

Tasks
Forms
Socialization
Reporting

Tasks

Status

Save &
Return

Lets take a look at beyond tasks in terms of what people have to complete, a big part of
what they have to complete are forms. We want to turn our attention to forms and how
different forms get incorporated into the onboarding process. Here in this example, we
are going to zero in on a W4 form. There are many different forms obviously that get
incorporated into an onboarding process.
Tasks
Forms
Socialization
Reporting

Its key to note that most systems allow for the ability to capture data electronically. And
its actually a nice way to do things because then you have got data in a system and you
can report it, you can incorporate that into your ERP or into your HRIS system. Its
actually quite common that you can pre-populate forms, so if you have applicant data
from another system, you can often take that data and pre-populate it into the forms that
are used during the onboarding process. There are also many different ways that forms
can be delivered into the onboarding process. Here we are giving an example of an
electronic form, in this case a W-4 for electronic but there is actually the ability in most
systems to incorporate a PDF form so if you want to utilize a PDF form, they are quite

simplistic to implement. That has some advantages to your onboarding process. There
are occasions where some customers still look at certain forms and say we want to have
that in a PDF or paper format whereas we want to have certain forms electronically. One
of the key elements to an onboarding process is the flexibility to utilize different types of
forms to meet certain objectives in your onboarding process. There are always vendor
provided forms, such as the one that you are seeing here, that are electronically
delivered. There are also, in many onboarding solutions, a key best practices ability to
do what is called orchestration. As an example of that, you may already have a W-4 or
direct deposit form enabled within your enterprise self-service system but you want to
leverage a vendor solution to help run the onboarding process. One of the best practices
is to consider the ability to orchestrate and to integrate different forms from different
systems into your overall onboarding flow.
Tasks
Forms
Socialization
Reporting

PrePopulate

Electronic
Data

In another best practice we have seen is delivering not just electronic forms but actually
delivering an interview format that allows a user to walk through an interview to capture
information and then behind the scenes leverage the system to populate the forms of
data from the interview. Much akin to going through a trebled tax for a tax cut type of
interview format in an analogous situation. So forms can be accomplished in many
different ways.

Tasks
Forms
Socialization
Reporting

Rules

Electronic
Signature

Common forms:
I-9, Direct Deposit, State Tax, New Hire

They also, quite often, incorporate some other key elements from technology, which is
the ability to have various types of rules, mandated fields, formatted fields, required
fields as well as an addition to rules that help make the completion of forms a lot more
accurate and consistent. There is also the ability to capture electronic signatures. Now
there is one consistent guideline from the government on electronic signature but there
are several guidelines available. On form I-9 there are guidelines for electronic
signatures from Department of Homeland Security that allow you to complete the entire
I-9 process in an electronic format, both upon submission by the employee as well as
review of section II by an HR administrator. There are guidelines from the IRS in terms
of what is an acceptable electronic signature for the IRS mandated forms W-4 etc. and
lastly, there are other many common forms that are included in most onboarding
processes, I-9, Direct Deposit forms, and State Tax forms. Often the element of a very
good onboarding system is the ability to configure forms electronically to capture your
actual new hire process. Every employer has many common new hire data fields that
are captured but everyone has slightly different businesses so the system needs to be
sure that it can be configured to incorporate specialized fields in an electronic form that
is unique to your business.
Tasks
Forms
Socialization
Reporting

Lets start moving into the area of socialization. Forms and tasks are fundamentally
critical to the onboarding process. They are the source of a lot of pain, they are also the
source of a lot of re-work, a lot of re-data entry. They are also the source of a lot of
errors if people do not complete a form or submit illegible forms so they are very
necessary in the process, but they are very tactical and somewhat cold. As an
employee, no one has any fun completing tasks and going through forms, they are just a
necessary part of the process. But socialization is different. Its where you can actually
educate, welcome aboard a new employee and begin to bond them to your organization.
And doing so before they start work can actually increase that overall experience of
coming into your organization. In some industries there is a very high no-show rate that
occurs, especially in retail where we have talked to customers with a no-show rate of a
person who has accepted employment in excess of 30%. Utilizing technologies to
extend the welcome aboard to someone who is just recently accepted an offer but hasnt
yet started work can actually help improve that no show or decrease that no show rate.
Tasks
Forms
Socialization
Reporting

Company
Overviews

Streaming
Video

It can help you get employees into the organization and get them acclimated to your
culture, to your organization and socialization in an onboarding process can be quite
varied in terms of what you cover and how the information gets delivered. Obviously you
want to deliver high-level company overviews, especially in large organizations, where
you want to help them see at a high level where their job fits in the overall company.
What are your different business units? What is the general history of the company? A
lot of this information can be delivered in a combination of text or video, which can be
delivered very quickly and they are designed to be delivered over general dial up
connections as well as broadband. There are many different formats that we encourage
customers to utilize to help generally communicate to the workforce on company
overview, mission, history, business unit overviews etc.

Tasks
Forms
Socialization
Reporting

Goals &
Expectations

Another area of onboarding, and its actually very important, is to set levels for an
employee coming into your organization. What are his/her goals? What are the
expectations? What is their 90-day plan of action so that when they come in the door on
the first day, they are not lost in trying to figure things out. Utilize the system to
communicate your culture. Also communicate about your organization. It's amazing
how often employee gets hired, they know who their boss is but they really dont know
how they necessarily fit within the overall structure or hierarchy of your organization. Are
you a matrix-based organization versus a rigid structure? Do you have teams that ebb
and flow and change based upon specific projects? It's really important to help
communicate to a person, not only what are their specific goals and expectations but
also how they fit within the overall organization and in general, how does the
organization respond to changes in the structure or particular projects? This really helps
an employee to understand what is expected of them when they show up for work on
day #1 and also gives them a really clear road map as to what to expect on the following
day so that when they come in they feel more comfortable. Helping an employee feel
comfortable is really important to helping them be more productive earlier on.

Tasks
Forms
Socialization
Reporting

Benefits

Another area of socialization is communicating benefits. Benefits for many employees

are actually almost more important than their actual compensation package because
they may have a family with significant needs, so benefits play a very critical role in an
employees overall job satisfaction. Helping make sure that that employee is very well
educated and communicated on the various benefit options when they first start is
actually going to make them more productive and more happy about coming to work for
you. There are many different ways benefits can be communicated. You can utilize
various decision support tools, such as dynamic plan comparisons as you see in this
example or medical cost calculators that help users model and compare and estimate
cost and coverage for their various benefit plans. There is also the ability to
communicate to new hires, for example, in this example just how the different plans
work.
Tasks
Forms
Socialization
Reporting

Benefits

Many customers are implementing health reimbursement arrangements, health savings

accounts, deductible health plans, wellness programs, and it is all very confusing to a
new hire who is especially trying to figure their way around your company.

Communicating these in a very personalized manner through onboarding will really help
bond them. It is also very important to note that the best designs around onboarding
actually allow for home access so not only does the new hire get go to through this but
they can sit down with their spouse, their dependents and go through the benefits
components and really think about the various choices that they are going to have
before them in the area of benefits.
Tasks
Forms
Socialization
Reporting

User
Acknowledgements

Tuition

Personalized
Search

Policies &
Compliance

Another area of socialization is in the world of handbooks and policies and procedures.
Typically on a day #1 orientation, you can get a wide variety of questions that come up
from employees like, what are the rules around using onsite facilities, or parking, is there
tuition reimbursement offered? Are their employee referral programs? Is there an onsite
gym? There are just literally hundreds if not thousands of questions that will come up
and they are very wide ranging. With the use of a technology knowledge base, you can
actually allow users online on their own leisure to query about different questions that
may be captured within your typical employee handbook and deliver all this is in a very
personalized and electronic format. The user is not only seeing policies that are specific
and pertinent to them, but also they are getting answers to their questions. It really just
helps once again communicate more consistently and accurately to the new employee
coming into your organization. It also helps you as a company capture user
acknowledgments so you can document and track that you did communicate very
specific and important policies, for example, insider trading, EEO, harassment,
nondiscrimination, and all of the other various polices. It is really important to make sure
that you not only communicate but that you actually have an affirmative defense and a
track record that you captured the acknowledgment and the user was made aware of
these specific policies. And that really overall helps improve, not only your policy
communication but also your overall compliance with various rules and mandates and
best practices. So the onboardable leverage and socialization are a myriad of tools and
capabilities.

Tasks
Forms
Socialization
Reporting

Orchestration with
Other Systems
LMS
ERP/HRIS
Provisioning

It actually allows you back to this concept of orchestration to incorporate other systems,
so if you have a learning management system or some type of online training, if you
have a provisioning system internally that you have already built, it is also critical to note
that onboarding should allow you to orchestrate and tie those back into the overall
process. You can see as we have gone through the tasks, the forms and the
socialization, we have given quite a few different examples of things that you may want
to consider.
Tasks
Forms
Socialization
Reporting

All of these are suggested best practices and approaches. Different companies will
utilize some or all of these and once again it is always going to be configured and
specific to what you trying to achieve in your onboarding process. Another key thing to
note is the purpose of doing all of this is to in the back end allow you to have a more
streamlined process and really track and administer and run this in a more fluid sense.

Tasks
Forms
Socialization
Reporting
Reminders

Archive

Track Status

View Forms

So on the back end, components of a really good onboarding tool are the ability to send
automatic reminders to people that have not completed their process, to track the status
of different users that are going through the onboarding process, to actually take all the
information that has been captured and archive it and the ability to directly view the
various forms and to action on forms that have been submitted by users.

Plum Creek Timber

Timber manufacturer
4,000 employees most remote
Major M&A activity
Up and running in 8 weeks
97% accessed
First-year ROI






Eliminated $300K in orientations for new acquisitions

Cut $20K/year of manager time and paper costs
Cut remote HR site visits, saving $75K yearly
Eliminated old HR Intranet
Gave remote employees way to connect with company

BL: We are going to show you two case studies from very different companies so you
can see what companies are accomplishing with onboarding technologies. Plum Creek
Timber is a company of 4,000 employees, with the large majority working from remote
locations. When they first started to look at onboarding solutions it was because they
were going through a lot of major merger and acquisition activity. In fact, their company
doubled in size over the course of this activity. They had the onboarding solution up and
running in their organization in eight weeks and what they were really pleased to find is
that 97% of the employees were able to access the solution, even though most of these
employees were in very remote locations. They had a tremendous ROI. In first year
alone they eliminated $300,000 in cost, in new acquisition cost, in orientation cost, for

the new companies that they acquired. This included $20,000 a year of manager time
and paper costs for all of the managers, for each of the managers involved. HR site
visits to all of these many remote locations, saving $75,000 a year annually on their site
visits. They were even able to eliminate their old HR intranet and use the entire solution,
the entire portal, to replace that portal and what their people told them is that it did make
them feel more bonded to the company. They liked if they were in the woods for two
weeks, being able to go to an Internet caf and log in to that employee portal even after
they were new hires and see what is new, maybe do some modeling on some benefits
looking at a total rewards statement and seeing what their bonus might be. They saved a
lot of money but more than that they really helped to build that employer and employee
bond.

Hannaford Bros. Co.

Supermarket/pharmacy chain
27,000 employees, 160 locations
Aggressive growth plans
Onboarding part of comprehensive employee portal
Hires 10,000 - 11,000 associates per year
Store managers take new hires through onboarding
 Employees leave managers, not companies

Consistent, effective and fair manager response

Onboarding alone: if only one hour of manager time
saved = 2.5 years manager time annually

Hannaford Bros. Co. has 27,000 employees at 160 locations. They also have aggressive
growth plans. Onboarding for them is part of a comprehensive employee portal but it is
also part of a really strategic initiative to do several things. One is to really improve
retention. Some of these jobs are not necessarily the most glamorous jobs and because
of that they are hiring between 10,000 and 11,000 associates per year. So they are
looking at really extending the onboarding process to be something strategic versus just
a bunch of forms and paper, so that they can really reduce the amount of turnover with
those new hires. The other thing that they really want to do is have store managers who
are now taking employees to do the new hire process, have them be able to give
consistent, effective and fair responses to all new employees by being able to again go
into the solution and look at things like policies and to save their time as well. They are
very aware of the fact that managers are usually the reason that a new employee will
leave: employees leave managers, they dont leave companies. They can have a
situation where perhaps an employee who is working two days a week in one market
and maybe three days a week in another has been told by one manager, Well, new
hires cannot take any vacation days until after the first six months, and go to the next
store and find out, you can take vacation days, our policy is we let you borrow up to two
days, and so this really helps on both of those ends. It also gets employees much more
productive, more quickly. Now they are estimating that if they have only one hour per
new hire saved, for each one of the 10 to 11 new hires per year, they can save two and
half years of manager time annually, which can go to more value added work.

These are again two very different stories and both have achieved tremendous success
with web-based onboarding technology.
About Enwisen:

Enwisen

Enwisen helps employers dramatically improve the employee
experience by making must do workforce communications
more effective, more strategic and less costly

Our on-demand, personalized and searchable HR
communications solutions are rapidly deployed, provide a broad
range of features for significantly less money than traditional
communication venues and are hosted and maintained by
Enwisen

We help our customers execute on 5 key business objectives:
1. Reduce the cost of delivering benefits/HR services while increasing
satisfaction and adoption
2. Attract and retain talent
3. Make managers more effective
4. Improve employee service and communications
5. Create a more dynamic employee portal

The AnswerSource Knowledge Center

Centralized, integrated suite of on-demand, personalized HR communications

Hire-to-retire work/life events

Accessed 24x7 from work or home

Fully maintained by Enwisen

1:1 personal HR assistant

The onboarding solution that we have been showing you today is part of the
AnswerSource Knowledge Center. This is again a centralized integrated suite of ondemand personalized HR communications. Now people will also look at this and say,
we have benefits and we have decision support.

Seamless True Self-Service

Transactions Are Only of the Solution

Your HCM
Transactions

Enwisen
Communications
and Decision
Support

We do not do the transactions, we complement any of your employee manager or

benefit self service solutions and any HR system that you might be using, but what we
do is provide the communications and decision support that you can integrate with your
HCM transactions so that you can have in fact 100% seamless self service.

Enwisen The Leading Vendor of Personalized,

On-Demand Communications

Customers of every size and
industry

Rapid deployment = rapid ROI

S-a-a-S visionary low total
cost of ownership

High feature-to-price value

Communications technology is
our core business

One-to-many means you benefit
from all enhancements

High customer satisfaction and
retention

And it's because of that integration and that fit with any HR solutions and self service
solution, that has led us to be the leading vendor of on-demand HR communication.

Q&A

To contact Enwisen:






www.enwisen.com
sales1@enwisen.com
Barry Maxon: barry@enwisen.com
Barbara Levin: blevin@enwisen.com
1-800-685-5578 x 240

Audience Question: What is the general amount of time that it takes for a new employee
to complete the online onboarding structure led training? Is it two hours, it is two days?
BM: Typically, we see most of the onboarding being completed in anywhere from 45
minutes to about an hour or hour and a half. It will vary depending upon how you want
to configure the onboarding process. If you want to do everything all at once, its going to
take a bit longer versus breaking it up into bite size chunks that are completed in
different phases. It will also vary depending upon the level of data that can be prepopulated into the forms but certainly the process, often a large amount historically has
been spent in the past on filling out forms, by leveraging technology that eliminates a
substantial amount of that time.
Audience Question: What percentage of employees now finds web-based onboarding
more effective than face-to-face orientation? It seems like a great process, but
personally I feel like it loses the personal touch.
BM: That is a very good question because our goal here in leveraging the technology is
not to eliminate the personal touch but here are a couple of different perspectives. Most
companies that leverage an automated onboarding still conduct them face-to-face. The
question is, instead of spending a half day or a full day or two or three days, which is not
uncommon for companies to spend doing new hire orientations, can you actually spend
less time doing face to face but have that face to face orientation be more effective and
more impactful, because most people get tired of spending a whole day yawning in a
room. We have found that there is a favorable response to completing a lot of the tasks
and the elements online so that when you sit down in a face-to-face classroom
environment, they find it actually shorter, more condensed, and much more meaningful.
It also has a lot of value to dispersed organizations that are spread across a lot of
remote locations where its just not possible to necessarily have a really impactful faceto-face new hire orientation. We have found that for a lot of those remote employees or
remote employees spread in other locations sometimes they may not get the orientation
until a couple of months after they have started work. They actually like this because it
helps them learn more about the organization, it helps them actually get that orientation

day one instead of having to wait. So the best approach to this is to not view it as a
100% replacement, where you lose that personal touch, you see it as a complement so
that your personal touch is that much more effective.
Audience Question: Do electronic onboarding systems have the capability to accept
imports from applicant tracking systems along the same lines? Do these types of
systems have the capabilities to export information to payroll and HR system such as
ADP?
BM: The short answer is yes and yes. The best onboarding solutions allow you to import
data from an applicant recruiting system. They also, at the end of the day, collect all this
data in a form so we can get that data back into the appropriate systems. So yes, there
are tools that allow you to export and leverage that data back into your ERP systems.
Audience Question: How do companies deal with new hires that are just not computer
savvy?
BM: There is going to be that segment of the population, we have done research on
what's the general prevalence of the Internet and all the statistics point to about 75% to
80% of employees who have some form of Internet access, either via work or at home.
But that does mean that you have 20 to 25% that do not. There are two parts of this, one
by taking out that 75% of the workforce that does have Internet access, it reduces your
overall workload, because we have a much smaller population that you have got to take
care of that dont have the Internet access. So how do you address those? A very
common way. In fact, we have seen this with some of our customers that have to deal
with this where the managers will sit down with that employee in the system and the
process. We have seen this in the restaurant industry where you have employees
coming in where English is a second language, they are not computer savvy and so
really the orchestration in the process tool becomes more of a manager tool where the
manager sits down and takes the employee through the process. It is really valuable
because it ensures that the manager doesnt miss something, they dont skip a step and
that actually helps them make sure that they get their I9 forms done correctly. It solves a
lot of headaches and problems for that manager and allows you to cover a large chunk
of that 20 to 25% that dont have Internet access. The other way we see it being done is
where you may have a call center or some type of help desk where the call center rep
for a portion of this can actually assume the role of the person thats calling in who
doesnt have Internet access. They can go through it and complete it on their behalf and
then that goes literally down to where the very small remaining percentage that you just
cannot address leveraging some type of technology, you still may have to do some basic
orientation leveraging and paper process but virtually that becomes just a very small
percentage point of the population.
Audience Question: What is the employee size of a company where this makes sense
financially and resource wise?
BM: To do the full onboarding type of orchestration in its entirety, with all of the workflow,
all the electronic forms, the data integration, that does tend to be slightly more
complicated and therefore slightly more costly endeavor as opposed to smaller
organizations conducting just a new hire orientation piece perhaps with some online
content, streaming videos that they produce internally. We are seeing, at least within our
customer base, some fairly small organizations with anywhere from 200 to 500

employees doing a simpler kind of leveraged PDF forms and an online orientation that
actually completes a decent chunk of that process and delivers a very significant return
on investment. When you expand the solution to get into systems integration and
orchestration, that becomes more expensive and there we are seeing it becoming cost
effective at around 1,000 employees. Even there in a mid-size organization, it still has a
pretty significant cost effective return on investment. We actually do work with our
customer to help build out a business case. Even in the smaller to medium size range,
we can often help customers achieve a fairly strong business case around the financial
impact.
Audience Question: What is a good approach? What have you seen companies do for
training managers and getting them used to a web-based onboarding process after
having used the manual solution for so long?
BM: We have actually seen that the process tour, where you saw the steps and then
took someone through a process, we have actually seen that used as a tool to take
managers through a very short process. Sometimes less is more in these tours, and so
its been used by some of our customers as a process that takes a manager through
how a system works. Why leverage it? What is in it for them? And it helps them realize
that if sometimes managers, especially in a retail or a hospitality environment, are
struggling with some of the requirements, they just need to get employed in the door and
get them to work. So where you position this as a tool that actually protects them from a
compliance perspective and actually helps them to get those employees to work faster
and position it in that light, that really helps aid and helps with the adoption rate quite a
bit more.
Audience Question: You said that the socialization component of this solution can
extend onboarding through six months. What are some examples of the kinds of things
that can be done over a six-month period?
BM: Day 1, you may want to have a brief orientation to the company, their goals, their
expectations, and then present to them a 90-day plan. You need to follow up with that
plan and leverage the tool to bring the user back in on day 30, day 60 and day 90 and do
a couple of different things on these different check points. One is to remind them of
their 90-day plan, what are the different things that they need to achieve and also you
can incorporate surveys back into the process. If you recall early on in this presentation
we discussed about how there is a decent percentage of people who make a decision on
whether or not to stay with your organization during that first six months. So at some
critical time points, utilize the tool to bring a user back in to remind them of expectations
and goals and to actually get a survey back from them, I just want to ask you a couple
of questions, are you happy with your job? What risks or issues do you see with your
current employment? And it helps to quickly zero in on if you have hired someone thats
a really critical employee and there is maybe a little bit of unease with them. It allows you
to address that and be very proactive in dealing with them. Also during that continuum,
many companies have wait periods on their benefits so you want to tie back into that
continuum, your wait period. Maybe during day #1, you would just communicate at a
very high level, what are some of the benefit choices but then on day #30 or whatever
your wait period is, the user comes back in. Leverage the benefits components to really
address their decision making process.

Audience Question: You mentioned that information captured in form, can then be
uploaded back into the HRIS system. My experience is that in most HRIS applications
its easy to get data out, but they are actually quite picky about what can be brought
back in. Can you comment on that?
BM: That does vary a lot from one system to the next. Some systems are more difficult
than other systems in general because Enwisen, at least in our experience, we have
tried to take out a specific niche segment in the industry. We have wound up working
with a lot of different systems, PeopleSoft, Oracle SAP, ADP, Ceredian, Employease on
down the line, Ultimate, Lawson etc. We often have helped customers go through that
process of taking the data out of our system and assisting them with how to structure the
data in such a way that you can import it but fundamentally that one piece to it does fall
upon the customer because its your in-house system. It will vary also not only based
upon the system but it will also vary depending upon the level and the extent of
customization that you have done within that system.
Audience Question: How do you facilitate socialization using technology?
BM: We facilitate it in many different ways. We facilitate it by allowing you to
communicate to the employee expectations and goals. We support it by allowing you to
communicate specific company policies and procedures and capturing electronic
acknowledgments around that. We facilitate it through personalization. Thats actually a
really critical part to the onboarding process, especially if you are a large organization
that is covering many different business units and locations. Different things apply to
different employees and technology allows you to construct things in such a way that
you can leverage a lot of core components without having to have separate instances or
different copies of things but then leverage technology to personalize what actually gets
presented on the screen. If you are a manager or you are a union employee or you are
part-time employee what you see will always be specific to you and thats actually a
really critical part to the socialization approach.