Improve HR Efficiency and Employee Retention with Software AG's Employee Onboarding Process

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Improve HR Efficiency and Employee Retention with Software AG’s Employee Onboarding Process Framework

Dave BrooksDirector, Strategic Business Solutions, Software AG

Conchi GarciaManager, Government Strategy, Software AG

August 2008

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ContentSIntroDuCtIon 4

the eMployee onBoArDInG proCeSS 5

eMployee onBoArDInG proCeSS FrAMework CoMponentS 6

key perForMAnCe InDICAtorS to MeASure the eFFeCtIveneSS oF eMployee onBoArDInG 9

BeneFItS oF A StreAMlIneD eMployee onBoArDInG proCeSS 10

uSe CASe: SoFtwAre AG leverAGeS ItS own teChnoloGy to StreAMlIne hr operAtIonS 11

next StepS For your eMployee onBoArDInG proCeSS 12

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ABStrACtonboarding new hires has long been an administrative headache for larger organizations.

Triggering a complex mix of business processes - from finding desk space to provid-

ing access to IT systems - each onboarding exercise touches multiple departments and

numerous IT systems, making it increasingly difficult to manage the end-to-end process.

And given that employee onboarding impacts the speed with which new hires become

productive and has a direct bearing on compliance-sensitive processes, optimizing this

process has tremendous payoffs.

onboarding is no longer the new hire “orientation” of the past, it also encompasses the

variety of tasks and requirements involved with acclimating and engaging a new em-

ployee in the company. Innovative organizations understand that first impressions persist,

and recognize that the first impression new hires get of their work environment is critical

to improving employee retention rates. In today’s environment, support for new hires

is not only executed in the recruitment efforts but more importantly in a well defined,

formalized onboarding process.

An optimized employee onboarding process involves forms management, tasks man-

agement, and socialization in the company culture. organizations that incorporate these

three components are those companies that will achieve optimal return on investment

(RoI) from their onboarding activities.

Using a process framework or model that is based on industry standards, best practices,

and peer experience can dramatically assist an HR organization in improving the em-

ployee onboarding process. This document describes Software Ag’s Employee onboarding

Process Framework and discusses the benefits that can be achieved by leveraging the

framework to maximize HR efficiency through ongoing process improvement efforts. See

how your organization can increase employee satisfaction and reduce costs by automat-

ing processes, fostering process visibility and transparency, and eliminating sources of

errors.

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IntroDuCtIon

The HR buzzword these days is onboarding. Ac-

cording to the onboarding Benchmark report from

the Aberdeen group1, seventy-six percent of com-

panies are implementing or plan to implement

a formalized process. despite this relatively high

percentage, many companies struggle to grasp the

fundamentals of onboarding. Ninety percent of

companies believe the first six months are critical

to an employee’s decision to stay at the company,

yet many are unaware of the impact onboard-

ing has on employee retention rates and time

to productivity. Instead, most companies rely on

paper-based solutions that create added costs and

often leave a bad first impression. In fact, thirty-six

percent of companies still do not use any technol-

ogy for their onboarding solution.

An automated solution can help organizations

address pressures to reduce the time until a new

hire can start being productive and increase em-

ployee satisfaction. The pressures shown in Figure

1 reveal future-looking, long-term strategies that

affect the needs of both the organization and the

employee.

Software Ag created the Employee onboarding

Process Framework to assist our customers to

manage the new hire onboarding process with

greater precision and control, which not only helps

to save costs and streamline HR operations, but

1 Onboarding Benchmark Report, Aberdeen Group, August 2006, http://www.aberdeen.com/summary/report/benchmark/RA_Onboarding_MT_3393.asp

also to increase employee satisfaction and reten-

tion rates. leveraging best practices and our lead-

ing technology, we have helped many organiza-

tions optimize their onboarding process to deliver

tangible benefits in a short period of time.

Software Ag Process Frameworks use industry

standards as a baseline and leverage Software

Ag’s unique domain expertise at the intersection

of the industry, business process and technology

to help define a unifying reference model for cus-

tomer requirements definition. In effect, Process

Frameworks serve as a requirements starting point

that enables our customers to build quickly and

confidently upon our knowledge and experience.

Process Frameworks combine a comprehensive

understanding of the subject process, documented

challenges that companies face in process im-

provement, a set of key performance indicators

(kPIs) that are significant to understanding and

perfecting the process, and related technology as-

sets and artifacts that help advance requirements

discovery and accelerate the requirements defini-

tion process for you – our customers.

Figure 1 – top pressures for employee onboarding, Source: Aberdeen Group, 2006

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the eMployee onBoArDInG proCeSS

DescriptionThe broad description of Employee onboarding

is the process linking recruitment of new hires

to productive roles within an organization. While

the maturity level varies from organization to

organization, traditional employee onboarding is

a manual or semi-manual activity done by an HR

individual who typically organizes and executes

the tasks in a “top-of-the-stack” linear manner,

transcribing data from paper or from source sys-

tems into multiple back-end systems to fulfill the

hiring requirements and guide the candidate into

productive employment. When an HR employee

is onboarding multiple new hires or multiple HR

employees are sharing tasks, variations and incon-

sistencies can occur as the process of onboarding is

carried forward in chaotic or ad hoc manners dur-

ing company growth and seasonal surges in hiring.

In the context of all central HR processes (see

Figure 2), Software Ag separates the Employee

onboarding process into 4 discrete phases (see

Figure 3)

Pre-Hire (Identified to offered)•New Hire (Acceptance to Employee Transition)•Provisional Employment (First day to Vested •Employment) Vesting (Full Employment Hand-off to Perfor-•mance management)

The scope of Software Ag’s Employee onboard-

ing Process Framework is focused on the first

two phases, Pre-Hire and New-Hire, since these

phases demonstrate a majority of diverse roles,

requirements, and automation opportunities for

employee onboarding. Pre-Hire begins when

recruitment identifies a candidate, and it includes

activities and tasks that culminate in a “cleared to

hire” status and a job offer with a transition from

this hand-off from recruitment through employee

acceptance of the offer up to the employee’s

orientation. “Identified to offered” includes the

tasks to organize a new hire’s orientation and

the triggering of the New-Hire process. New-Hire

continues until employees are ready to begin their

first day on the job.

While some organizations have industry-specific

requirements when it comes to employee on-

boarding, there are many cross-industry similari-

ties in the onboarding process. Typical process

tasks include:

gather paperwork and obtain requisite signa-•turesPerform background checks and validate work •historyAssign workplace and issue needed equipment•Issue Id badge and set-up necessary system •accounts

Even though these high-level tasks are fairly simi-

lar across industries, the details can differ greatly,

even within the same organization. For example,

the onboarding of a call center agent will be very

different from the onboarding of a senior execu-

tive, with each role having significantly different

timeframes and risks.

Further, onboarding efforts might also be exposed

to additional scrutiny and audit. For example,

many employers include probationary or ap-

prenticeship/training periods, drug testing, and

security evaluations that must be successfully

Figure 2 – Central hr processes

Figure 3 – employee onboarding process phase


completed before an employee is fully vested. All

of these activities typically include human actions,

data and information capture, and interaction with

multiple and disparate systems.

An equivalent process area where the content of

this framework would be applicable is Employee

off-Boarding, which could be the same steps but

in reverse order. While off-boarding is actually not

as simple as reverse onboarding, the approaches

for onboarding and off-boarding require similar

tasks to be executed and documented to assure

the right outcomes. The task methodology and

role progression for off-boarding can just as easily

be drawn, rendered, and automated through an

automated solution similar to the one presented in

this onboarding framework.

Business ChallengesSo, what is preventing HR departments from

smoothly executing the onboarding process?

Beyond the typical issues faced in managing hu-

man relations in complex global institutions or

high-profile employers, analysis of HR onboarding

methods reveals these common stumbling blocks:

1. Processes are complex, manual, and labor

intensive, and most activities are paper-based.

Frequent manual interventions introduce pre-

ventable process bottlenecks.

2. Necessary information and data is held in

multiple system and database silos.

3. Issue resolution requires numerous access

points to critical applications and dispersed

information.

4. limited visibility into where the candidate

stands in the process.

5. Employers have fragmented, redundant opera-

tions where process steps are unnecessarily

duplicated numerous times.

6. There is ad-hoc and error-prone exception

handling that not only fails to follow a consis-

tent remediation procedure, but is often not

documented.

7. Employers fail to fully leverage existing invest-

ments and technology to satisfy regulatory

compliance needs.

An automated, customized onboarding solution

from Software Ag can help HR organizations to

overcome these challenges and go beyond mere

process automation and obtain a payoff over the

long term. The ultimate objective is to create a

technology infrastructure that allows HR ana-

lysts and managers to configure and modify the

automated business functions they need for their

day-to-day operations, leaving IT professionals in

charge of the underlying systems, security and

programming that power the infrastructure.

eMployee onBoArDInG proCeSS FrAMe-work CoMponentS

Business process Management Suite (BpMS)The core of Software Ag’s Employee onboarding

Process Framework is the webmethods Business

Process management Suite (BPmS), which allows

an organization to go beyond mere HR process

automation and achieve real-time data access, kPI

analysis, reporting, and ongoing process improve-

ment. With webmethods BPmS, an executable

process model is created based on a documented

or existing process. The BPmS automates the hu-

man workflow, integrates data between disparate

systems and executes the business rules controlled

by the process model. on an ongoing basis, it also

records snapshots of data that allow the process to

be not only measured end-to-end, but monitored

in real time and corrected easily when the need

arises.

Software Ag’s technology covers the entire life-

cycle of the onboarding process (see Figure 4),

including:

Process Modeling

modeling is the first step and it requires the analy-

sis and graphical development of a process (see

Figure 5). Flexible tools are utilized for modeling

the onboarding process, creating user interfaces,

specifying task routing rules and defining key

performance indicators (kPIs). HR specialists can

work together with the IT department in this

unified tool to design, document, generate, and

implement process-oriented applications. By using

one graphical modeling tool, users can create the

both the process and the corresponding front-end

application. And integrated simulation capabilities

allow simulating the performance of the process


and optimizing resource requirements under real-

world conditions, prior to deployment and with no

risk to ongoing HR operations.

Process Execution

After the process has been modeled, it can be

implemented; that is, made operational. At this

time, the process can be tested and debugged and

the IT staff can integrate the process to existing

applications, both in the HR and other depart-

ments. The process is managed both at task level

and as a whole.

Figure 4 – Automated employee onboarding process

Figure 5 – Sample of a process swim lane design


Definition and Implementation of Business Rules

Business rules allow for different processing paths

based for instance on employee type, geography,

etc. many times, an HR department will need

to create or change relevant business rules as

required without affecting the onboarding process

flow itself. A business rules engine enables the

HR department to define the specific rules that

concern the onboarding process in simple tables or

more complex visual decision trees and to validate

them.

Business Activity Monitoring (BAM)While the onboarding process is running, BAm

provides real time analytics and monitoring of

tasks, kPIs and the process as a whole – all in real-

time (see Figure 6). In an automated onboarding

process, all activities are captured as events in

a measured process, and self-serve portals and

dashboards show metrics that can be defined by

HR management.

Composite Application Framework (CAF)Software Ag’s webmethods composite Application

Framework (cAF) enables the codeless assembly

of rich and interactive interfaces: end-user work-

spaces that are easy to understand, and easy to

use. HR employees see on a single interface their

daily activities, tasks, and all information they

need to collaborate and perform tasks (see Figure

7).

Each task that is presented in the Task Inbox

represents an action to be taken, a decision to be

made, or an activity of work required to be accom-

plished. Within this inbox, tasks can be opened,

Figure 6 – Sample of a dashboard screen

Figure 7 – Customized hr employee screen, including task views and task Inbox


assigned, delegated, escalated, or rejected. Any

task in an inbox can be measured and implies

ownership of the task and responsibility for its

accomplishment. In this manner, clear responsibil-

ity is assigned to HR employees, and it is visible

within the process management of the automa-

tion. Task analytics provide visibility into the way

in which people impact process performance,

better enabling business users to prioritize their

tasks and managers to more effectively coordinate

staff workloads.

key perForMAnCe InDICAtorS to MeASure the eFFeCtIveneSS oF eMployee onBoArDInG

Employee onboarding is an activity that is rich in

useful and meaningful metrics. Process automa-

tion and monitoring facilitate the harvesting and

use of the broadest set of metrics to benefit senior

management, HR, finance, and department/hiring

managers. onboarding key Performance Indicators

(kPIs) can be grouped into three main segments

reporting on:

1. Process performance

2. Fulfillment of jobs

3. candidate profile information

process performanceProcess metrics are directly measured for the

process automation. These metrics are represented

by three process measurement types:

Volumetric counts: they measure and report •meaningful indicators like the number of ap-plications submitted or how many applications are in a specific process stage or any other step in the processVelocity metrics: time-based, they quantify •the pace of process performance, measuring the elapsed time between each task within the process and additionally the end-to-end process performance of each new employee’s status through the onboarding activityError metrics: system and process errors are in-•dicators of process health and success. System errors include defects like a failure to insert data from the process into a backend system or other infrastructure health signatures, like excessive transaction time-outs

Fulfillment of jobsmeasurement of these metrics focuses on the

success in fulfilling the demand for new employ-

ees. Examples of metrics in this are the number

of open positions, the number of applications

by position, the number of new hires, etc. These

metrics can be dimensioned by work location and

work level and by reporting against these metrics,

an organization can show the success or failure of

the onboarding activities and how (or if) they are

meeting the demand of the organization for new

hires.

Candidate profile information In some cases and for some employers, the gath-

ering and reporting of profile statistics might be

required, e.g. the education level of candidates,

their years of experience or the recruiting source.

Extracting and analyzing this type of data can

reveal interesting and significant patterns in re-

cruitment that might need to be changed in order

to attract the desired candidates.

Figure 8 shows a sample set of kPIs that Software

Ag has found to be critical to the success of our

customers in the onboarding process.

To make the most out of an automated onboard-

ing process and process monitoring, kPI measure-

ments must be captured and integrated across the

process in real-time and must also be expected to

vary within acceptable norms. once an organiza-

tion has determined which kPIs are important,

the next step is to find and integrate that specific

metric data for performance visibility and real-

time decision making.

KPI Type Permutations

candidate VolumeBy organization

By Job Type

By Position

By Region

By location

Process Exception count

Process cycle Time

onboarding cost -

HR / IT labor costs, materi- labor costs, materi- costs, materi-als, Equipment

Figure 8 – Sampling of key performance Indicators for employee onboarding


Software Ag’s onboarding Process Framework

incorporates financial, operational, and system-

related kPIs that are critical to achieving the

benefits of improved employee onboarding. more

importantly, Software Ag provides the necessary

software capabilities to aggregate kPI data and

provide the consolidated information required to

support real-time decision making.

BeneFItS oF A StreAMlIneD eMployee on-BoArDInG proCeSS

Inefficient onboarding is extremely time-consum-

ing and costly and can result in a loss of productiv-

ity, incomplete paperwork, missing compliance-

related documents, ineffective provisioning, and

a feeling of being cutoff – often resulting in high

new-hire turnover. organizations can derive the

following benefits from a streamlined onboarding

process:

higher worker productivityIn many cases, streamlining the onboarding

process can result in hard savings due to reduced

waste of administrative resources involved in

ongoing activities. The people involved are not just

those in the central HR function; large companies

require the effort of people across the organization

to onboard employees. Some resources can be

freed up for other value-added work, but even for

those employees that remain part of the process,

process improvements can add considerable job

satisfaction by reducing the “crunch time” that

surrounds large scale recruiting and onboarding

efforts.

enhanced real-time visibilitySoftware Ag’s BPmS can provide the data access,

integration, and collaboration capabilities to pro-

vide end-to-end visibility across the entire process

and into HR-level operations, so that manage-

ment can have better insight into pre-hire and

new-hire activities. In addition,”deadline meters”

can be placed on various time-critical steps of the

process. These meters monitor the time it takes to

perform certain tasks and provide an assessment

of completion-on-time risk based on proximity to

deadlines. This advanced notice allows for man-

agement or worker intervention to help ensure

operational execution, a distinct advantage over

simple alerts that inform users when deadlines

have already been breached.

Increased automation and control

Activities can be automated and integrated across

departments, including key sub-process steps to

support onboarding activities. Instead of hands-

on management, managers and HR employees

can be alerted to process anomalies and manage

by exception. many of the improvement actions

actually reduce the opportunity for errors by

control¬ling the process and improve audit-ability

by automatically documenting who did what as it

is being done.

Continuous process improvementonce monitoring of process activities is in place,

the impact of business changes can be tracked and

the next level of bottlenecks identified for further

improvement. Particularly since the onboarding

process involves so many people, functions and

systems, improvement efforts should be iterative.

For example, a company might set an initial goal

of completing a given activity within 10 days, then

moving to five or even three days in subse¬quent

process revisions.

Adaptable, reusable It infrastructureThe overall onboarding process shares common

IT infrastructure components with other activities

requiring management review and authorization.

leveraging a service-oriented architecture (SoA)

for onboarding benefits IT operations by reducing

application development and maintenance costs

and by freeing critical resources to contribute to

other projects. It also benefits the business or

non-IT side of the organization by making this HR

process simpler and easier to manage.


uSe CASe: SoFtwAre AG leverAGeS ItS own teChnoloGy to StreAMlIne hr operAtIonS

Software Ag is the world largest independent pro-

vider of business process infrastructure software

with more than 4,000 employees worldwide. At

Software Ag, employees are the most important

asset. Searching for and hiring suitable new candi-

dates is an extremely demanding task. candidates

must be highly qualified, while also fitting in with

the corporate culture. And, HR processes related to

hiring should be as lean and efficient as possible.

These quality requirements also apply to subpro-

cesses; for example, the approval of a personnel

requisition. In the past, managers who wanted to

hire new employees had to fill out a paper person-

nel requisition form that underwent a multi-stage

approval process. The form was delivered by hand

or by in-house mail from one approval authority

to another. This could last weeks, especially if the

next approver on the list was out of the office,

sick, or on vacation. And in some isolated cases,

forms even got lost.

To make things even more complicated, requisition

forms were sometimes submitted to managers

who were not authorized to approve requisitions

for that specific employee profile. This resulted in

unnecessary coordination efforts and extra work.

Additionally, the manual process lacked visibility

and transparency, and it made it impossible for

both the requester and the HR department to

determine where a personnel requisition was at a

specific point in time.

Software Ag examined this subprocess more

closely using the examples of the german and

Spanish subsidiaries. After thoughtful consider-

ations and in view of the two countries’ similar

challenges and requirements, it was decided that

a group-wide standard solution would be the best

for an organization that operates in more than

37 countries worldwide. The “New Hire Approval

Process” project was then launched, an internal

joint initiative involving the HR, controlling, and

Internal Audit departments. As the contractor,

Software Ag’s global Information Services (gIS)

was responsible for the solution’s technical design,

implementation and continuous development, as

well as for end user support.

Using its Business Process management Suite

(BPmS), Software Ag implemented a standardized

New Hire Approval Process throughout the group

to reorganize, streamline, and automate the ap-

proval process. The project took only a few person-

weeks to complete, and the new solution was

rolled out worldwide in successive waves. only

four months after the project began, Software Ag’s

international headquarters and its german and

Spanish subsidiaries were able to use the solution.

Within another three months, the EmEA, Americas,

and APJ (Asia, Pacific, Japan) regions were also

using the solution.

The new process model includes clearly defined

responsibilities and an automated workflow. The

requestor simply fills out a Web form, which is

submitted electronically to HR, where the form

Figure 9 – Software AG’s streamlined hr approval process


is checked for completeness and feasibility. From

the start, visibility is provided as to which types of

approval are necessary for which kind of person-

nel requisition, such as the allocation to a salary

group. And when the approval process is complete,

the result is automatically reported to all involved

parties and the form is stored in an electronic

archive.

In the implemented solution, webmethods BPmS

supports all functions and user groups - from

analysis and modeling to implementation and

monitoring of the new HR processes. The solution

has a high degree of flexibility in terms of custom-

izing the approval process to fit new requirements.

With webmethods BPmS, changes can be made

very quickly, and they are effective immediately,

without interfering with open requests - ap-

proval processes that have already begun but are

not concluded when changes are implemented

according to the rules in place when they were

started. And since webmethods BPmS is based on

a service-oriented architecture model, existing IT

components were integrated seamlessly, protect-

ing IT investments that were made in the past.

overall, this implementation has clearly increased

the transparency, traceability, and reliability of the

approval process, while at the same time signifi-

cantly shortened processing times. In some cases,

it takes only one day to complete the process,

from the initial request to approval or denial.

Hence, if a need to hire arises somewhere in the

group, thanks to the optimized process, Software

Ag can start looking for suitable candidates faster

than before.

The New Hire Approval Process belongs to a

whole range of internal processes Software Ag has

recently streamlined, standardized, and automated

its using webmethods BPmS.

The New Hire Approval Process belongs to a whole

range of projects with which Software Ag has

recently streamlined, standardized and automated

its internal processes using the webmethods

BPmS.

next StepS For your eMployee onBoArDInG proCeSS

Every element of the Employee onboarding

Process Framework illustrates the advantages of

working with Software Ag to improve and stream-

line your organization’s onboarding process. By le-

veraging the knowledge learned from experience,

the Employee onboarding Process Framework can

help guide and accelerate your solution, from kPI

identification, selection and modeling of critical

process flows, to guidance for root cause analysis

and exception handling and transactional activity

management across multiple systems. To learn

how your organization can take the next steps

with the Employee onboarding Process Framework

and Software Ag’s Business Infrastructure Software

and services, contact your nearest Software Ag of-

fice and ask about our customerFirst Program. For

more information on the customerFirst Program,

email [email protected].

14

About the Authors

Dave Brooks is a Director of Global Strategic

Business Solutions for Software AG where he is

a member of a team of highly skilled resources

who are responsible for solving critical business

issues and generating quantifiable ROI for the

company’s Fortune 2000 customers. Mr. Brooks’

career covers over 20 years of Wall Street and

Silicon Valley experience, including consulting

and software sales in the high tech manufactur-

ing vertical across the supply chain. He initially

developed his business processes experience

while working for Applied Materials, where he

led a team responsible for the design and

implementation of globally-deployed business

applications. Mr. Brooks is a graduate of Brown

University with a BA in Organizational Behavior

& Management.

Conchi Garcia is Manager of Government

Strategy with Software AG, where she is

responsible for defining solution and go-to-

market strategies for the government sector

worldwide. Ms. Garcia has more than 8 years of

experience in industry marketing and business

consulting, with working experience at the

international level and in several countries. Ms.

Garcia holds a double degree in International

Business and in Marketing & Sales from the

University of California Los Angeles (UCLA).

ABoUT SoFTWARE Ag PRocESS FRAmEWoRkS

Software AG Process Frameworks are solution

reference models designed to guide

requirements discovery and definition, and

enable users to build quickly and confidently

upon Software AG’s knowledge and experi-

ence base in key process areas such as

order-to-cash. Built upon Software AG

technology and practices, and informed by

our collective customer experiences, the

frameworks reflect a deep understanding of

the subject process and the challenges

companies face in improving the process.

The Process Framework artifacts use industry

standards as a baseline and leverage

Software AG’s unique domain expertise to

help accelerate the requirements discovery

and definition process for our customers. For

key process areas, Software AG Process

Frameworks can assist with selection and

modeling of critical process flows, definition

of Key Process Indicators and metrics that

allow measurement of progress on key

success factors, and guidance for activity and

task management, root cause analysis and

exception handling.

The goal of the frameworks is to maximize

our customers’ efforts in addressing their

process improvement strategies and to help

them gain control over their performance in

the challenge areas most critical to their

business.

T O F I N D T H E S O F T W A R E A G O F F I C E N E A R E S T Y O U ,

P L E A S E V I S I T W W W . S O F T W A R E A G . C O M

Take the next step to get there – faster.

ABoUT SoFTWARE Ag

Software AG is the world’s largest independent provider of Business Infrastructure Software. Our 4,000 global customers achieve business results faster by modernizing, automating and improving their IT systems and processes to rapidly build measurable business value and meet changing business demands. Using our solutions, organizations are able to libe-rate and govern their data, systems, applications, processes and services – achieving new levels of business automation and transparency.

Our industry-leading product portfolio includes best-in-class solutions for managing data, developing and modernizing applications, enabling service oriented architecture, and improving business processes. By combining this proven technology with industry expertise and best practices, our customers improve and differentiate their businesses – faster.

Software AG – Get There Faster

copyright © 2008 Software Ag, darmstadt, germany and/or Software Ag USA, Inc., Reston, VA, United States of America, and/or their suppliers. All rights reserved.

The name Software Ag™, webmethods™, Adabas™, Natural™, ApplinX™, EntireX™ and/or all Software Ag product names are either trademarks or registered trade-marks of Software Ag and/or Software Ag USA, Inc. other company and product names mentioned herein may be trademarks of their respective owners. SA

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Improve HR Efficiency and Employee Retention with Software AG's Employee Onboarding Process

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