Onboarding and BPM

Sandy Kemsley l www.column2.com l @skemsley

Onboarding & BPM

Transforming Onboarding with Business, IT and

Technology

The Business Of Onboarding

Copyright Kemsley Design Ltd., 2014 2

Why Do We Care About Good

Onboarding?

First impressions impact customer satisfaction

Must satisfy regulatory and compliance

requirements

High risk if not done well


Business Metrics For Onboarding

Time to completion

Number of customer callbacks

Customer satisfaction

Error/rework rate

Problem resolution time

Regulatory compliance

Process agility

Cross-selling

Faster

Better

Cheaper

… and Compliant


Why Is Good Onboarding So Difficult?

Complex processes

Ad hoc knowledge-intensive work

Rules- and data-driven

Time-sensitive

Content-rich

Multiple systems

External participants

Conflicting goals of

compliance, efficiency

and customer

satisfaction


The Case For BPM And Onboarding


How Can BPM Improve Onboarding?

Shared understanding of process

All customer information in one

place

Automate where possible

Enforce rules and best practices

Monitor and predict outcomes

External events trigger actions

Support knowledge

workers of all skill

levels with

information-rich

environment


Integrated BPM Components

For Onboarding


Customer

Information

Ad hoc Tasks &

CollaborationPredefined

Processes

Events

Compliance

& Rules

Analytics &

Recommendations

Technology Capabilities For

Onboarding

Process modeling

Predefined workflows

Ad hoc tasks

Checklists

Smart forms

Case management

Collaboration

Business rules

Analytics

Content management

Customer self-service

Event processing

System integration

Smart process applications

Agile model-driven development


Getting Started With BPM And

Onboarding


Analyze The “As Is”

Model the current process

Analyze areas for improvement:

l Bottlenecks

l Unnecessary steps

l Compliance activities

Collect operational metrics

Identify risks


Start Simple (But Not Small)

Implement core onboarding application:

l Case management or smart process application

l User-created checklists and tasks

l Business rules

l Internal collaboration

Minimize customization and integration

Expose analytics for customer self-service


Expand As Justified

Additional Functionality Expected Gains

Integrate other systems (e.g., HR, ERP) Efficiency

Reduced errors

Allow customers to fill online forms and

upload documents

Efficiency

Reduced errors


External collaboration Cycle time


Refactor user-created checklists to standard

processes/rules

Efficiency

Compliance

Predictive analytics to detect cases at risk Compliance



Creating An Agile Onboarding

Application


Designing For Agile Delivery


Case Management/Process App Platform

Onboarding

Application

Co

mm

erc

ial

Sm

all

Bu

sin

ess

Application C

Ap

p C

/ In

sta

nce

1

Application B

Ap

p B

/ In

sta

nce

1

Ap

p B

/ In

sta

nce

2

Configure

and deploy

Buy and/or

build

Buy

Common InfrastructurePre-existingP

ers

on

al

Required Infrastructure

Integrated user environment

Consolidated logging and analytics

Data management and models

Enterprise service bus integration

Mobile/cloud support

Common to all

application

development


Core Onboarding Functions

Predefined processes/checklists

for regulatory compliance

Common data models

Common organizational models

Organization-wide rules

Rules-driven customer folder for

content capture

Common to all

onboarding instances


Configurable Per Onboarding Instance

Local processes and checklists

Rules parameters

User role access

Predefined user experience

layouts

Specific to onboarding

instance


Key Takeaways

Provide a content-rich environment for knowledge

workers

Use rules to enforce compliance and best practices

Automate where possible, with flexibility for regional

variations

Consider buy/build of a configurable onboarding

application that can be deployed in multiple

instances



Sandy Kemsley

Kemsley Design Ltd.

email: [email protected]

blog: www.column2.com

twitter: @skemsley