Auditing the employee onboarding process
HR, IT, managers, and facilities all play a part when someone joins, yet nobody sees the whole process. TellMeHow interviews each of them and rebuilds the full sequence, from signed contract to first month.
By process or industry
Many players, no owner
HR issues the contract, IT handles accounts and equipment, the manager requests business application access, and facilities takes care of the badge and the desk. Each player waits for a signal from another, often an email or a row in a shared spreadsheet. When day one goes badly, everyone did their part, but nobody knows where the chain broke.
Why this process is hard to audit
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Nobody can describe the whole
An interview with HR gives you half the process, an interview with IT another half, and the two do not always fit. You need to interview every player and piece the versions together.
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Triggers are informal
Account creation starts “when HR lets us know,” but through which channel, at what point, with what information? These handoffs are hard to recall and easier to understand when you see the inbox or form being used.
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Managers are hard to pin down
They request access and organize the first month, but they rarely have time for an hour-long interview booked around a consultant’s calendar.
The approach, in four steps
TellMeHow interviews each player using your method’s guide, then assembles their accounts into a single process.
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1
Prepare a guide for each player
Create a population for HR, IT, managers, and facilities. Each gets its own topics and expected demonstrations, such as the account creation request or tracking new hires in the shared spreadsheet.
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2
Interview everyone at their own pace
Each participant takes the interview whenever they like, in several sittings if they prefer. A manager can cover one chapter between meetings and pick up later: the AI interviewer recaps what was said and carries on.
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3
Assemble the sequence
The analysis connects each player’s steps, spots steps whose input nobody described, and identifies delays that add up. With cross-interview sharing, the AI interviewer can put what HR described to IT, without saying who said it.
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4
Deliver the big picture
Publish under your brand the onboarding process map, with one swimlane per player, the breaking points found, and the opportunities you selected, each linked to its evidence.
Example: an IT services company
Illustrative example, not a client case.- Audited company
- IT services company with 320 employees, about five new hires a month, two offices.
- Populations interviewed
- Human resources IT support Team managers Facilities
- Guide topics
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- Contract signature and kickoff
- Account and access creation
- Equipment and workstation
- Welcome and first-month training
- Show me
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Logging a new hire in the shared tracking spreadsheet
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Creating a new hire’s accounts
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Example findings
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Single point of knowledge
Only the IT support lead knows which business application access to grant for each role; the list is not written down anywhere.
Audio excerpt, IT support 1 · 19:54 -
Tool
New hires are tracked in a spreadsheet shared by HR and IT, updated by hand by both teams.
Pinned screenshot, human resources 2 · 06:31 -
Pain point
Equipment is ordered when the manager’s request arrives, often less than a week before the start date.
Audio excerpt, facilities 1 · 12:18
What you deliver
- The full onboarding process, from signed contract to first month, with one swimlane per player.
- The breaking points between teams: informal triggers, missing information, and cumulative delays.
- Single points of knowledge, described by role and linked to their evidence.
- Concrete opportunities, such as a single onboarding form or automated account creation, with estimated gain and effort.
Frequently asked questions
Can a manager take the interview in several sittings?
Yes. An interview is split into chapters and can be completed in one or several sessions. Participants can stop at the end of a chapter and come back through the same link; the AI interviewer resumes with a short recap of what was said.
Should new hires themselves be interviewed?
That is a method choice. You can create a population of recent hires with a short guide about their first month. Their account complements the teams’ view and is never used to evaluate anyone.
Do HR interviews touch on sensitive subjects?
Each topic’s guide can list forbidden or sensitive questions, such as compensation, which the AI interviewer will not raise. If a participant prefers not to discuss something, it is recorded as such, without pressing.
How does the analysis connect accounts from different teams?
It rebuilds a single process from all participants’ validated recaps, linking each step’s output to the next step’s input. When a step has no described input or two versions conflict, it suggests a targeted follow-up to the consultant.
The features involved
- Voice interviews Each employee talks to the AI interviewer when it suits them, in their browser, across several sittings.
- Process map Processes rebuilt step by step, with actors, tools, volumes, and pain points, each one sourced.
- Validated recap Employees review, correct, and approve what the AI took away before it is used in the analysis.
Other use cases
- Field services Audit field operations with technicians who are rarely at a desk, straight from their phone.
- Order to cash Audit the sales chain from quote request to overdue invoice follow-up, one team at a time.
- Procure to pay Audit purchasing from requisition to payment, and spot the approvals that are missing.
See a complete audit in thirty minutes.
A voice interview with screen sharing, the process map it produces, the deliverable the sponsor reads: on a demo engagement, with your questions.