Case Study: Reengineer the Employee Offboarding Process

Client: Global Financial Services Firm

Function: HR Department

Project: Reengineer the Employee Offboarding Process

The HR Process and System Transformation Challenge

A large financial services institution lacked consistency and clear HR roles for their termination process. The existing termination process lacked control and did not provide a ‘single employee experience.’ HR did not have answers for the important questions from the business; why are people leaving, where are they going and what are we doing to minimize non-managed attrition? As a result, HR could only provide answers with inaccurate data and with limited insight into the termination process.

Other problems existed – the internal processing of resignations was inefficient, the client had not historically collected on the financial obligations of the exiting employee, nor was there any rigor around rehireability at the termination point.

The Solution

  1. Conduct Process Review and Optimization Sessions

Using the existing documentation, Intellilink led a comprehensive review effort with 15+ SMEs from all affected functions. The first step was to bring current the exit process – Intellilink gained consensus the entire exit process was captured in an as-is state. The next step was to analyze the process from scratch. Using a cascading role method, Intellilink began the process with a clean slate by asking what needs to happen for an employee to exit. From that point, Intellilink and the process team assigned tasks and roles to functions. Once functions were assigned, the workflow of the process, and controls and SLAs were put in place. This framework allowed the process team to essentially recreate the exit process while maintaining the integrity of ancillary processes affected by the Exit Process.

Intellilink led the team’s effort in revising the termination codes that could be assigned to an employee as they exited, ensuring that proper codes were in the proper place system-wise, and defining when they should be used. The team also captured all tools, process changes (current and future), and procedure needs during the sessions.

  1. Develop Tools and Procedures

Using the process and controls specified by the SME group, Intellilink created tools and procedures to aid in the adoption of the process and ensure the easy completion of certain imperative tasks. The team drafted master procedures taking an employee through the lifecycle of an exit, role-based procedures linked to the master procedures for each affected role, and job aides to ensure form consistency. Once the master procedures were reviewed by the functions and the job aides agreed upon – the team was ready to roll out the new process.

  1. Rollout and Change Management

Comprehensive process change like this required comprehensive change management and training planning. Enterprise wide, a web training guide would be available for managers wishing to learn the specifics of the exit process. HR Business Partners would also conduct training with managers in their lines, using material developed by Intellilink. Intellilink conducted all HR specific training (HR Business Partners, HR Service Center, and Payroll), while also working with communications to update the company intranet with relevant documents and procedures. Once the process was rolled out, Intellilink worked with the compliance team to conduct compliance testing at the 3- and 6-month post rollout period. This holistic process change was deemed by HR Management the “finest and most thorough process redesign in their tenure in HR.”