Better control over joiners, movers and leavers in municipalities

Joiners, movers and leavers are not HR processes

In every municipality, personnel changes occur daily. New colleagues start, employees change roles or leave the organisation. On paper, these may appear to be standard HR processes. In practice, however, each change affects far more parts of the organisation than is often assumed.

For example, a new employee does not just require an employment contract. Accounts must be created, authorisations must be granted, laptops and phones must be made available, access passes must be arranged, and sometimes even workspaces, applications, or specific provisions are needed.

The same applies to employees who move internally or leave service. In such cases, rights must also be adjusted, resources must be taken, and access must be promptly terminated.

This is precisely where many municipalities develop unnecessary dependencies.

One process, multiple involved departments

Although HR often takes the first step, multiple teams are typically involved in a personnel change.

Think of HR, IT, functional management, facilities, information security, and the supervisor of the employee. Each department carries out its own activities, often supported by different systems.

This works as long as everyone precisely knows what needs to happen.

But as soon as information is missing or a step is forgotten, delays occur. New employees cannot start work immediately, authorisations may remain unnecessarily active, or company assets may not be taken in a timely manner.

Not because employees are doing their jobs poorly, but because the process is fragmented across multiple departments and systems.

Greater digitalisation does not automatically mean greater visibility

Many municipalities have further digitalised their HR processes over the past years. Yet a large part of the coordination still takes place manually.

Emails are sent to trigger actions, tasks are manually tracked, and different teams maintain their own records. As a result, information exists in multiple places, while no one has automatic visibility into the overall picture.

This takes time, increases the risk of errors, and makes the organisation dependent on employees who know exactly how the process works in practice.

End-to-end control of the employee journey

Municipalities that want greater control over joiners, movers and leavers therefore look beyond HR and examine the entire process.

When all involved departments work together from a single process, greater visibility emerges. Tasks are executed at the right time, responsibilities are clear, and progress is transparent.

This delivers not only more efficient processes, but also contributes to information security, compliance, and a better experience for new employees.

Ultimately, every new employee expects everything to be set in motion on their first working day.

Greater control without additional manual work

Process control does not mean existing systems need to be replaced. The real power lies in connecting existing processes and creating visibility.

As a result, we see:

• less manual coordination;
• clear ownership;
• better collaboration between HR, IT and support teams;
• fewer errors in rights and resource management;
• greater predictability in execution.

For municipalities, this is becoming increasingly important. Not only for efficiency, but also because legal and regulatory requirements, information security, and audit obligations demand demonstrable, manageable processes.

The employee notices the difference

A well-organised onboarding, transition and offboarding process is not just an internal improvement.

New employees can start work immediately.

Managers need to worry less about open actions.

Support teams work from the same information.

And the organisation gains better control over rights, resources, and responsibilities.

This makes the process not only more efficient, but especially more reliable.

How does the employee journey unfold within the organisation?

Many municipalities have well-structured individual steps. The challenge often lies in the alignment between HR, IT, and supporting processes.

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In a short conversation, we'll jointly identify where dependencies arise, where processes have become unnecessarily complex, and where greater control can improve a smoother employee journey.

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