Large company in the medical device sector

Background:
The company is continuously recruiting new expert resources. The responsibility for the process is divided, and there is no clear process. Members of different teams and the recruiting supervisor do not know who should be responsible for which tasks. Successful onboarding may depend on certain supervisors, and a systematic process is lacking. Edge cases can be difficult for employees and may even lead to probationary terminations in the worst cases. The job satisfaction of new experts is low during the first six months.

Problem:
After recruitment, new experts' ability to work productively and as part of the company is inadequate; the onboarding and orientation processes leak. New experts occasionally request probationary terminations.

Goal:
To create a systematic process from the signing of the employment contract to the end of the probation period, ensuring successful onboarding and orientation into the company, as well as the new expert's ability and prerequisites to start productive work as part of large projects as soon as possible.

Implementation:
The project was initiated with a value stream mapping of the current onboarding and orientation process from the signing of the employment contract to the end of the probation period. The project involved HR, recruiting supervisors, new experts, and project leaders. Pain points and problem areas were identified, and a new process was described and documented. A Lean daily management process was built to support the process, ensuring that all necessary actions for each expert were completed even before their first working day. Feedback survey results were used to create an update model for the process to adapt to new needs as required.

Result:
Significant increase in the measured job satisfaction of new experts and their ability to start productive work earlier. Significant reduction in probationary terminations.