For HR managers in charge of onboarding new employees, daily tasks can quickly become difficult to track and overcomplicated.
Consider: 4 new hires starting this week, alongside about a dozen others that started in the past few months, and a handful that are wrapping up their first year any day now; it’s clear how HR departments can struggle to stay on top of things without stress or confusion.
That’s why human resources departments worldwide use Process Street to streamline and automate their daily HR work tasks, for processes like:
96% of businesses use some kind of business process documentation, indicating a desire to document processes. Yet only 2% have fully documented processes that can be relied on for smooth business functioning, despite the widely reported benefits. There seems to be a knowledge gap preventing the full documentation of business operations. This article aims to close that gap and make it easier to build business processes for leaders worldwide.
A business process is a set of steps that, when completed in the required order, deliver the desired business outcome. Process building – aka business process documentation – is the documentation of these steps to create an actionable system to work from.
In this Process Street article, we turn to the process experts. We asked our internal team to give their top tips on process building, and here’s what we found out. We present you with our 8 time-saving tips for efficient process building.
Way back in 2013, in a converted horse stable in Buenos Aires, the first version of Process Street was just starting to come together.
From day one, we were inspired by the concept of a repeatable checklist. We still love checklists. And we’re still guided by that initial concept. But we’ve come a long way.
Over the years, we’ve evolved checklists into Workflows and grown our Workflows product in new and exciting ways. Workflows continues to be a cornerstone of the Process Street platform with even more exciting developments in the works.
Now, we’re excited to announce Pages: a new, companion product to Workflows. It’s the latest step in evolving Process Street from a repeatable checklists tool to a complete, modern process management platform.
If you’re a Systems Administrator or performing any kind of IT managed service, your daily tasks are often repetitive, complicated, and easy to forget.
Especially if you’re new to the role, things can quickly become overwhelmingly difficult to track & execute effectively. New employees have a library of techniques specific to your setup to learn, and it’s almost impossible to manually track each task in a way that’s easily accessible.
That’s why IT managed service teams worldwide use Process Street to manage & automate their daily workflows, for processes like:
Project proposals are how you can get management to act on your ideas. They’re the bottom-up version of a project request form.
Writing a project proposal isn’t rocket science, but it is a lot harder if you don’t have something like a template to give you a head start.
Using a template for your proposals gives you a document which you can reference throughout the entire project. It’s a great example of effective business process management – the proposal acts as a banner that your whole team can rally around to ensure you’re all working towards the same goal.
So, in this Process Street post, I’ll go through how to create a project proposal, that gets approved, by going through the following topics:
Why checklists? Well, checklists are the most popular way to onboard new employees, and that’s for a good reason.
Checklists help you to follow a process, make sure you don’t neglect anything important and stay compliant. Instead of making you write your own, you can use one of the 6 we’ve prepared for you as a basis, and either take it as it is or modify it for your business. Continue Reading
Nahla Davies is a software developer and tech writer. Before devoting her work full time to technical writing, she managed – among other intriguing things – to serve as a lead programmer at an Inc. 5,000 experiential branding organization whose clients include Samsung, Time Warner, Netflix, and Sony.
Allocation of marketing resources is the key problem which leadership teams in marketing departments are continually trying to solve.
Often we talk about PPC vs organic, brand vs conversion, SEO vs social, or any such pairing of activities. But maybe the biggest question at the top of the decision tree is: Acquisition vs Retention.
Should you try to generate more revenue from existing customers? Should you spend more effort to develop new customers? Or is there a happy medium that will work perfectly for your business?
Based on statistics alone, your existing customers are your best bet for new revenue. It is generally easier and less costly to rely on the people you have already built relationships with. But businesses that don’t take sufficient steps to bring new blood into their base will inevitably die.
In this Process Street article, we’ll attempt to answer some questions, namely:
How involved should marketing be in retention efforts? And how do different company structures or products impact that? How do we weigh those efforts against acquisition – the primary function of marketing?
To help you through the process, we’ll be looking at:
To do lists shouldn’t take hours to set up, nor should they be complicated. Every second you spend setting up your task list and preparing for the work ahead is time wasted instead of getting out there and eliminating items from your schedule.
You should be able to jot down your tasks, have just enough flexibility to work how you need to, and then get on with it. After all, aren’t to do lists meant to help improve your productivity?
Well, we here at Process Street decided to save you even more time by providing you with your ultimate to do list template list, including printables and interactive schedules.
BentoBox is a website e-commerce and marketing platform just for restaurants. Their mission is to empower the world’s restaurants to succeed in their mission of hospitality.
While thousands of restaurants are using BentoBox to power their digital experience for customers, including websites, online ordering, gift cards and more, BentoBox uses Process Street for key processes like customer onboarding and employee onboarding to smoothly scale their operations.
“Partnering with Process Street has ultimately enabled us to help our team move quicker, as well as create transparency with our customers; and the features that they’ve been adding since then have just kind of proved that it was the right choice.” – Chelsea Lynch, Customer Operations Team Manager, BentoBox
Bora Lee is the Manager of Customer Enablement at ChurnZero. She is passionate about helping customer success teams succeed by crafting big-picture strategies executed through automated, streamlined processes that put the right data in front of the right customer at exactly the right time. She works hand in hand with customer success leaders to create fruitful, long-term relationships and to maximize customer satisfaction. In her free time, you will find her scuba diving and traveling.
Since customer success (CS) is still an emerging field, it’s not uncommon to find CS leaders who are founding their company’s first CS team or creating CS processes from scratch. Being the new department on the block, you may have had to find workarounds to other team’s more established processes. Or you might have encountered the common workplace scenario of inheriting your predecessor’s way of working.
No matter how your processes came to be, I can tell you one thing: they’re not perfect.
You can’t put your processes on a pedestal or become complacent with their adherence. Your market, solutions, and customers are constantly evolving. Your processes must adapt to the people and to the context – not the other way around.
Especially when you’re implementing CS processes for the very first time, it’s impossible to account for the multiple variances that will occur when you put concept into practice.
Instead of striving for process perfection, a goal more worthy of your efforts is the continuous improvement of your processes – routinely assessing their design, usage, output, and effectiveness.
And that’s where audits come in. By auditing your processes, you can uncover if dips in your performance metrics are merely a fluke or perhaps the cause of an undiagnosed bottleneck. Or if outwardly unrelated customer complaints actually stem from the same source.
As you audit over time, your small incremental efficiency gains add up. Consistent and measured refinement is the key to sustainable growth.
When auditing, it’s all about asking the right questions to uncover both the visible and underlying issues in your processes. To keep your customer success operations running smoothly, in this Process Street article, we’ve detailed a few simple, yet commonly overlooked questions to ask during your next process audit: