Every time his firm hired a new employee, the CEO took off his senior management hat and put on his tech-support hat.
He ordered a new computer. He installed the software. He established the new employee’s email address. He set up network access permissions and file shares. And on and on and on it went.
The initial tasks consumed four or five hours…
…and then came the days of troubleshooting.
The new employee needed some software that the CEO-turned-techie failed to install. The employee didn’t have access to files they should and did have have access to files they shouldn’t. And the employee was already complaining that the computer was slow. Turns out that computer was a poor choice, inadequate to perform all the processing tasks required for the new employees work.
Finally, after repeating this pattern with more than a dozen employees over many years, the CEO said, “Enough!” and decided technical onboarding should not be his job. That’s when he called us.
We see this a lot. Two big mistakes companies make when they onboard employees:
- They don’t have procedures and checklists for technology purchases and setup and
- They don’t assign onboarding responsibility to the right person.
Senior Managers Need to Offload Onboarding
Attention senior managers: You’re wasting precious time if you handle onboarding. Sure, the company credit card and the account at Dell or Micro Center has your name on it; but that doesn’t mean you should run the process.
You’re a senior manager. Focus on management. Let the techies handle the tech. That means delegating to an employee or an outside firm.
Document the Process to Avoid Mistakes and Mishaps
Whether it’s the CEO or someone else who manages onboarding, you need a documented process to ensure you get it right.
When we set up tech for a client’s new employees, we use a multi-point checklist, customized for that company’s unique needs. Here are a few items on the typical checklist:
- Hardware Specifications – What make/model of computer should we buy? If we don’t specify an exact model, we establish minimum specifications for storage, memory, processor speed and other details.
- Software – Which applications do we install? This may vary depending on the employee’s role.
- Telecommunications – Set up the telephone and voicemail. Make sure the employee is included in the dial-by-name directory. Set up the virtual telephone software on the employee’s computer. If the company provides mobile phones, add that to the checklist, too.
- Email and Other Messaging – This is a big one. Setting up the email address is just part of the process. Do you have email addresses that forward to multiple emails (e.g. “support@CompanyX.com”)? Don’t forget to add the employee to that group. What about internal messaging applications like Slack? We see companies drop these balls all the time. Employees arrive, and they can’t communicate as expected. The checklist helps you get it right from the start.
- Licenses – Is the new employee licensed to use the software installed on the computer AND software and services used across the organization? For example, if your company runs applications that share a Microsoft SQL database, you might need a license for every employee who has access to that data. If you don’t note this in the onboarding checklist, you may add the employee without a license, violate your agreement with Microsoft, and subject yourself to unwanted penalties and fees.
- Security – Install and configure security software. This is easier said than done. We often see security misconfigured in companies where a manager-turned-techie handles this task.
- Permissions – Grant the employee access to resources they need. Lock down the resources the employee should not access. This requires a detailed list of resources — that may vary by employee’s role.
- Printers – You’ve asked the new employee to complete forms for health insurance and other benefits. They pull up the forms from the network (assuming you granted access properly) and they click “Print.” Oops… Printer not found. Wasted time. Frustration. Troubleshooting. None of that will happen if you follow an onboarding process.
Whether you delegate onboarding to an employee or you hire an IT firm like ours, an onboarding process like this will save time and avoid mistakes and mishaps.
Need help with employee onboarding and other IT challenges?
Contact us today to schedule a free consultation. We can evaluate your IT support needs and offer a solution. We’ll help you turn IT support from something that makes you cringe to something that makes you celebrate.
This evaluation won’t take long and is guaranteed to give you a better understanding of your current IT environment.