Transformed Onboarding Process to Increase Speed to Productivity by 50% for Distributor

Capabilities

Challenge

A wholesale logistics and distribution company was challenged with an underperforming onboarding process for Shared Services employees and leadership, limiting new hire productivity.

The company sought to reengineer its onboarding process to enable new hires to quickly add value and contribute to the organization’s performance.

Approach

Identified initial project scope, roles to be included, description of success, and KPIs to measure success
Created SIPOC to gain current state consensus and data collection points
Surveyed recent new hires and hiring managers to understand “What Works” and “Doesn’t Work” in the current process
Leveraged value steam mapping to identify waste and areas of improvement
Created future state onboarding process
Developed dashboard and Management Control & Reporting processes to proactively sustain improvements

Results

Created new, standardized onboarding materials and client roles with C-suite input to ensure a uniform new hire experience

II.

Developed an internally connected future state onboarding process and KPIs to proactively manage a sustainable process

III.

Reduced time to complete New Hire forms by 35%, mitigating compliance exposure

IV.

Improved new hire productivity, increasing speed to contribution from 12 to 6 months while also reducing onboarding costs

[shared_counts]

Related Services

Retail & Consumer Packaged Goods

Experts

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Transformed Onboarding Process to Increase Speed to Productivity by 50%​ for Distributor