The Employee Lifecycle – Lost in Translation?

Employee life cycle

Any dictionary of foreign words will define the term cycle as “…a regularly recurring series of changes”. The connection “employee life cycle” understood in a procedural way is certainly a cyclical process in its own way. However, at a time when we approach each employee not as a position, but as an individual, it seems inaccurate to me to talk about a cycle.

We look at the time of cooperation with an employee as an employee journey that we follow as a company together with him. An apparent banality, but isn’t the devil hidden in the detail?

In principle, nothing changes in the individual phases. There is recruitment, onboarding, performance support, motivation, retention and finally offboarding. But there is one fundamental difference here. It is a linear view.

Together with him, we try to extend the productive phase of the employee as much as possible. The goal is not to cyclically “add new blood” in the belief that it will help us move faster, innovate, improve. All this comes with time. The goal is to keep existing employees in an inspiring and motivating environment, from which there is no need to leave due to “burnout”. The goal is to stay and create. But for this, it is necessary to monitor the development and quality of leaders.

Keys to success

In order to be able to extend the employee journey, it is absolutely necessary to capture the key points

• onset and adaptation phase,
• regular evaluation by the leader,
• meaningful personal and career development
• and last but not least, an open, organized corporate culture.

#1 Onset and adaptation phase

The first impression is often the last. It is true that the first meeting between a company and a future colleague takes place during recruitment. But after all, it is not for nothing that they say “when they catch a bird, they sing to it nicely”.

The most critical moment comes right after boarding. This shows how functional and organized the company culture is. This is where the superior’s leadership is shown for the first time. This is where the decision is made as to whether the relationship established together will continue or not. The departure of a colleague in the first six months means a high economic loss for the company. The entire onboarding and adaptation process in the online “remote” environment brings a really big challenge. Having task templates at hand to make recruitment and adaptation go smoothly is priceless.

#2 Regular evaluation by the leader

If you leave a child uneducated, he will grow up as best he can in the given conditions and taking into account his strengths. By raising him, you will help him go through the most difficult periods of his life. It is similar with colleagues who have their superiors. Even superiors need to be guided. Or at least support them. At least by helping them as HR professionals prepare meaningful appraisal interviews, helping them build trust with their subordinates. When everyone in the company feels that someone cares about them, that they are being listened to, trust will be very strong and solid.

Create an open environment for understandable evaluation as part of your HR strategy. Create conditions where time and energy will be directed to caring for people. No to the administration of an assessment you won’t use. Digitize the entire evaluation process.

#3 Meaningful personal and career development

When you know where you are going, you know the destination. When you have a goal, you know how to move towards it. It is the same with the career management of employees. If we are interested in them, we follow their employment journey, it is easier to understand where they are going. The goal of HR is to lead the company and employees on a common path.

As HR professionals, help create maps of the skills (competencies) you need for each position. This not only makes recruitment easier, but also makes it easier for managers to care for and develop their subordinates. Help with rating. Plan for meaningful development.

#4 Open, organized company culture

When you join a company where nothing has been working since joining, there are basically 2 options. Either you’ve jumped into a startup and you’re going to enjoy the wild ride. You build everything from the ground up. And if you haven’t jumped into a startup, “wow” won’t exactly bring chaos and disorganization to your face.

As HR professionals, we are absolutely responsible for fueling and maintaining company culture. We are responsible for being organized. Let’s start with myself. Let’s digitize the processes that take away our time to work with people. A job that someone will appreciate.

Sloneek is built and developed precisely with the aim of assisting in the administration of the entire employment journey. We connect the individual functionalities in such a way that HR professionals and ordinary users can spend a minimum of time on boring administration and at the same time obtain data that will help in decision-making.

Thanks to the rich HR experience of our colleagues and customers, we develop Sloneek with a realistic idea of ​​the needs of today’s HR. Come and see for yourself with us.