An employee’s life cycle is a method of measuring their engagement.
By creating a visual map of employee engagement, it breaks down an employee’s entire experience within your organization:
This workflow is designed to walk you through each stage of the employee life cycle from attraction to separation with easy, simplified steps to ensure you’re implementing effective employee life cycle strategies.
55% of job seekers won’t apply to a company if they’ve read negative reviews about it.
You need to be just as aware of your company brand as your product’s brand.
In this section, you’ll complete tasks to ensure that your job posting is going out to the right places to reach the right people.
Having a clear idea of who you are as a company helps put together a solid idea of who you need for a particular role.
Before putting your job posting out there, take a moment to review the benefits associated with your company – and why job seekers should want to work for you instead of your competition.
Where you place your job posting is just as important as what the job posting says.
If you’re only putting your posting up on Indeed, you could be missing out on candidates that use LinkedIn or Glassdoor.
Likewise, don’t underestimate the value of social media when it comes to finding the ideal candidate. Millennials and Gen Z are very social media savvy and often more likely to network via those channels over traditional job sites.
Don’t forget role-specific areas either, particularly if you need someone for a particular niche.
Create a list of places your future candidate might be and create the best posting for that channel.
TIP: Subtask lists like the one below can be customized to suit your needs. As you edit the workflow, you can add or delete items, duplicate the list, or move it to another task entirely.
The only thing worse than receiving too few applicants is receiving too many. It can be overwhelming trying to sort through them all – and the truth is you won’t be able to.
At a certain point, you’re going to have to pull the plug and reassess.
This task is about doing just that. By setting the intended length of the posting and how many candidates you’re aiming for, you’ll have a clear indication of when it’s time to pull the posting.
If you exceed your minimum in a matter of days rather than weeks – great. Close the application process and start looking through your candidates. If you need to, you can always put it back up again later.
On the other hand, if you don’t reach your minimum by the end of the posting, you need to determine what went wrong. Is the job posting unclear? Did you give it enough time? Was it placed in the right locations? Are your expectations realistic?
Feel free to come back to this task to revise as your needs change.
Documentation is what it’s all about – at least for this task. Once you know who you’re looking for, why, and where they might be, it’s time to take on the how.
Record the date the job posting goes live as well as the individual responsible for making that happen.
That way, if something goes wrong down the line, you know who to chase after.
Recruitment is a two-way street and the modern employer needs to face a stark and undeniable reality: You need your employees more than they need you.
That means you really have to sell yourself to potential candidates. Just like you need to think about how you attract candidates before the recruitment process, you need to think about the impression you give candidates before they even become candidates.
TIP: This section makes use of the conditional logic feature, which allows you to create branching pathways within a workflow depending on what you need. To learn more about how it works, watch the video below:
By the time you start reviewing resumes, you have a pretty clear picture of the criteria you’re looking for.
For transparency and to eliminate bias, it’s a good idea to have resumes reviewed by more than one individual with different perspectives. They may not have exactly the same impression of each candidate, but it should be similar.
If you get multiple, drastically different impressions, you need to take a closer look at what’s happening.
Setting out a clear and concise list of criteria for the initial screening is an effective way to keep that from happening. If everyone is on the same page from the beginning, you should end up with a pool of candidates who have a fairly consistent level of skills and experience.
Once you’ve created a long list of potential candidates, you’ll want to narrow them down even more.
Generally, this takes the form of a quick phone call to cover basics like potential salary, hours, and so on.
Depending on your company, though, you may want to have the candidate perform a short test or fill out a survey.
Either way, you need to get in touch.
The send email feature below lets you send personalized automated emails straight from your email address.
Using variables, you can automatically fill each fields with the unique information you’ve already entered into the workflow.
Once you’ve gotten a response from the candidate, you can either decide to move forward with that person or stop the process there.
This task uses conditional logic to simplify the next step for you.
Depending on your answer, you’ll either be taken to a pre-written email declining the candidate or one asking to schedule a formal interview.
Instead of using multiple workflows or writing multiple emails, all you have to do is click 3 buttons. More time to screen all those candidates!
TIP: Check out our help article on Conditional Logic to learn more.
This task will only become visible if you select “no” on the previous screening response.
Just like the previous email form, this can be customized with variables or completely rewritten by you.
This task will only become visible if you select “no” on the previous screening response.
Just like the previous email form, this can be customized with variables or completely rewritten by you.
This task will document your interview with the candidate, including your initial impressions during the interview itself.
At the end, you’ll be able to decide whether or not you wish to pursue the candidate. With conditional logic again, your answer will determine which task you see next.
Below is a sample email you might send if you decide a candidate isn’t suitable for the role or for your company.
So let’s say you really like the candidate and decide to hire them. Why not use another pre-written email template?
In addition to variables, you can attach files to your email and switch between rich text and HTML.
Don’t forget to take advantage of sending a test email to make sure all your variable fields are ready to go!
There’s a 16.45% chance your new hire will leave within the first week if they have a bad onboarding experience.
After all you’ve gone through so far to get your new hire here, you definitely want to bring your A-game to onboarding.
This section will help you do that.
The following tasks feature both Automations and Pages. Automations are excellent for integrating your favorite work apps with Process Street workflows – including Process Street workflows!
Process Street Pages is also a great way to store your employee handbook since they’re free for everyone, accessible from anywhere, and easy to update.
Check out the video below for all your handbook tips and tricks!
The theme of the employee life cycle is performing tasks before you need to perform them.
So, when it comes to onboarding, you actually want to start with pre-boarding.
Pre-boarding gets all those tedious admin tasks out of the way like tax forms, benefits enrollment, setting up apps and software, and all the other not-so-exciting parts of bringing on a new employee.
Plus, it lets you keep an eye on them so your competition doesn’t get the chance to snatch them away.
TIP: With Process Street Automations you can integrate DocuSign with your workflows so you can have employees digitally sign important documents ASAP.
Since you took care of all the boring bits in the previous task, the first day can be all about settling in your new employee. Show them around, introduce them to the team, and make sure they have everything they need to perform at their full potential.
Starting at a new company can be intimidating. Implementing a buddy program can make that transition a little bit easier for your new hire.
The idea of a buddy for your new hire is to give them their very first friend at the company. This person is the one they can go to for all the unofficial stuff like grabbing a coffee, sharing cat memes, venting over a bad day, or just having someone to sit with in the cafeteria.
Basically, you give your new hire a peer to show them the ropes that they don’t have to worry about impressing or making a mistake with.
Onboarding your new hires already puts you in a good position to retain them. But that doesn’t mean your work is over.
Once you’ve wrapped up the onboarding phase and the new employee is working independently in their role and acclimated to the culture, you still need to nurture their loyalty to your organization.
A stay interview is like an exit interview, but the goal is to keep your employee from leaving.
While an exit interview is useful as a retrospective tool, a stay interview provides a live glimpse of how things are running and how likely it is your employee intends to stay on much longer.
Employee feedback is an important part of making sure your teams and departments are running well.
While a stay interview is about an employee’s personal goals, feedback requests focus on the work load and work environment – and how both can be improved.
Asking for employee feedback is pointless if you don’t act on it. This task is all about accountability.
The variables feature pulls information from the previous task into this one so the intended actions and outcomes are easy to refer to when documenting the results.
Feedback
{{form.Employee_feedback}}
Items
{{form.Items_to_address}}
Actions
{{form.Proposed_actions}}
Once your employee is settled in their new position, it’s time to mature them within your organization. That means advancing them in their career and creating a larger skill set.
To foster this professional growth and development, you want to establish a continuous learning approach.
An employee development program focuses on skills and knowledge. When creating a plan for an employee, it should include any pre-existing knowledge gaps, re-training or upskilling needed in the future, as well as regular check-ins to ensure the plan is meeting the employee’s needs.
By nature, a development plan should be a living document. It may turn out that one type of training may no longer be necessary, or the employee wants to now go in a different direction. Both you and the employee need to allow the development plan to adapt and change as both the company and the individual grows
Let’s get this out of the way right at the beginning: employee development and career progression are completely different things.
They are related and they can be interconnected, but they’re not the same. Here’s the breakdown:
Employee Development
Career Progression
While some of those points may vary from employee to employee or company to company, the one constant that will always be true is that not every employee will need a progression plan.
All good things do indeed come to an end and that includes an employee’s time at your company.
Whether they’re moving on to a new position elsewhere or jetting off on a yacht to live the good life, it’s always a bittersweet moment to see them go.
But that doesn’t mean your work is done yet.
We’ve named this section “Alumni” because the fact is, you want to maintain the relationship you already have with your former employee. You never know who might be able to give you a hand later on.
Exit interviews can be awkward, but they don’t have to be.
Take this as an opportunity to listen to what your employee has to say and consider how you can apply that feedback in the future.
It’s important to keep this conversation supportive and positive. Ultimately, it should be a good experience for both you and the employee so no one walks away with a bad taste.
Depending on whether you’re a remote, hybrid, or in-person company, holding a farewell event gives your team an outlet and opportunity to say goodbye to their colleague.
Work relationships are incredibly important to employee engagement, and while your team may be happy about their colleague’s new opportunity, they probably have some other feelings happening too.
Your leaving employee will have some feelings happening as well. They’ve put a lot of time and effort into their job, their team, and your company so it’s definitely worth recognizing that. You don’t want them to walk out the door feeling like they haven’t been appreciated all this time.
Don’t lose touch with your former employees. You never know what the future might bring.
That employee may want to return to your company. They may become a customer of your company. They may refer new employees to your company.
Long story short: There’s no downside to maintaining a positive relationship with your former employees. So do it.
Now all you have left to do is wrap up any remaining offboarding paperwork, make sure you have some future coffee dates scheduled with your former employee, and start the whole cycle all over again.
TIP: Hit complete now. There’s confetti.
