[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-242986-105":53,"doc-detail-242986-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","lean-onboarding-financial-services-april-4-2018","LEAN-Onboarding Financial Services - April 4 2018","","Lean onboarding financial services presentation outlining why employees in Financial and Procurement Services take about 6 months to reach optimal role performance. It defines onboarding scope for new hires at McGill, maps what/where/when and how onboarding is assessed via feedback, and identifies stakeholders through an A4-SIPOC view covering steps from vacancy to start working. Client and sponsor perspectives highlight slow, fragmented, non-standard training and limited HR guidance, while proposing Lean methodology to improve process flow, role clarity, and ROI.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/lean-onboarding-financial-services-april-4-2018/242986/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/lean-onboarding-financial-services-april-4-2018/242986.png","ImageObject",442,249,{"name":88,"@type":89},"Connor ","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-19","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",9,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"How long does it currently take for employees to reach optimal performance in Financial and Procurement Services?","Question",{"text":109,"@type":110},"It currently takes 6 months for employees to function at an optimal level of performance in their role.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"When does onboarding occur and how is it assessed?",{"text":114,"@type":110},"Onboarding occurs upon hiring (covering roughly 0–6 months). Progress is assessed through feedback.",{"name":116,"@type":107,"acceptedAnswer":117},"What is the core issue described by stakeholders about the onboarding process?",{"text":118,"@type":110},"The process is painfully slow, fragmented, and non-standard, with limited HR support, insufficient course readiness, and minimal guidance such as checklists or do’s/don’ts.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},242986,1791338626,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":20},687207022233,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","LEAN-Onboarding Financial Services  \nJessica Tremblay, Kate Cook, Randy Murray  \nApril 4 2018  \nProblem Statement  \nIt currently takes 6 months for employees in Financial and Procurement Services to function at an optimal level ofperformance in their role.  \n What? Onboarding Employees  \n\n| • New to McGill employees\u003Cbr> Who? New employees |\n| --- |\n| • New to McGill\u003Cbr> Where? Financial and Procurement Services |\n\n• Procurement, RFMS, FIT, Controller Group, Student Accounts, Capital Projects  \nProblem Statement  \nIt currently takes 6 months for employees in Financial and Procurement Services to function at an optimal level ofperformance in their role.  \nWhy? Various  \n•No role definition/Not dept. specific, resources, past precedent, no welcome programs/process  \nWhen? Upon Hiring  \n•0-6 months  \nHow do you know? Feedback  \n•AVP Financial Services  \n•Directors/Managers/Supervisors/Employees  \n3  \nStakeholder Analysis  \nA4-SIPOC  \n(Supplier-Input-Process-Output-Client)  \nSIPOC Onboarding   \n• Department Manager  \n• Hiring Manager, Recruiter, HR Advisor  \n• HR Advisor/ Hiring Managers  \n• New Employee, Central HR  \n• IT, New Employee  \n• Person le posion  \n• Posng Renewal  \n• Applicaons Received/ Recruit  \n• Offer accepted  \n• Access/Training Equipment  \n• Step 1: Vacancy  \n• Step 2: Job descripon posted  \n• Step 3: Candidate Selecon/Offer  \n• Step 4: Employee Data & Benefits Enrolment  \n• Step 5: Employee receives access & training  \n• Step 6: START WORKING  \n• Posng Reviewed  \n• Applicaons Received  \n• Offer extended  \n• Employee enrolled  \n• Staffing/ HR Advisor / FPS  \n• HR Advisor  \n• Hiring Manager/HR  \n• Central HR  \nSponsor’s POV  \n“Process is painfully slow, courses often take up to 3 months to complete which makes the assessment period hard to evaluate when someone doesn’t have the basis to grow from. Learning from that point is at least an additional 3 months.”  \nVoice of Client  \n“It is painfully slow and fragmented. There is no standard process and we have to wait an unacceptable long period of time for required courses to gain access; Onboarding is haphazardly done with little support from HR, there is not anything formed as an introduction to FinServ or McGill; In our department the onboarding process is relatively non-standard and disjointed. We have rarely received guidance (checklist, to-do’s and don’ts etc. from the HR Advisor and less from central HR) . Hiring process lags be it due to timeline or rethink of the position or timeline. There is little overlap when there is no rethink of the position and no knowledge transfer.”  \nYellow Belt POV  \n“Can apply Lean methodology to review the process and determine methods to implement new employees fluidly resulting in role clarity and increased ROI.”","cbCairvLMSy1JDKW","https://ap.wps.com/l/cbCairvLMSy1JDKW","pdf",3339749,41,"English","# Problem Statement\n## Who, Where, When, How\n# Stakeholder Analysis (A4-SIPOC)\n## SIPOC Onboarding\n# Sponsor’s POV and Voice of Client\n## Yellow Belt POV","[{\"question\":\"How long does it currently take for employees to reach optimal performance in Financial and Procurement Services?\",\"answer\":\"It currently takes 6 months for employees to function at an optimal level of performance in their role.\"},{\"question\":\"When does onboarding occur and how is it assessed?\",\"answer\":\"Onboarding occurs upon hiring (covering roughly 0–6 months). Progress is assessed through feedback.\"},{\"question\":\"What is the core issue described by stakeholders about the onboarding process?\",\"answer\":\"The process is painfully slow, fragmented, and non-standard, with limited HR support, insufficient course readiness, and minimal guidance such as checklists or do’s/don’ts.\"}]","LEAN-Onboarding Financial Services - April 4 2018 | PDF",1789198027]