End-to-end outcomes · Hire to productive
Hire to productive
What a new joiner experiences as arriving. The people system creates the person, the service desk gives them the means to work, and the payroll run proves the record is right.
Health
What the chain measures
Cycle time, wait and cost are computed on complete chains only. Everything else is computed on every assembled chain and says so.
The chain, stage by stage
3 stages · the wait column is the gap before that stage began, measured on the chains that reached it
| Stage | Document | Function | Tower | System | Reached | Wait before | Stage cycle | Confidence | Joined by |
|---|---|---|---|---|---|---|---|---|---|
| 1Hire recorded | hire-event | HR | H2R | hcm | 190 · 100% | — | 28.0 h | — | Origin 190 |
| 2Access granted | access-request | IT | ITS | itsm | 178 · 94% | 27.7 h | 8.2 h | 0.58 | Cohort 178 |
| 3First pay run | payroll-item | HR | H2R | hcm | 133 · 70% | 2.1 d | 4.7 h | 0.59 | Cohort 133 |
The people system and the service desk both name a person, and their identifiers never meet: not once across the whole week. This is the chain where the absence of a shared key does the most damage, and the confidence carried on every step here says so plainly.
The distribution, not the average
Cycle time across the 133 complete chains, in ten equal bands
Fastest 2.3 d, slowest 6.7 d, median 4.3 d, mean 4.3 d. The mean sits above the median, so quoting the average alone would overstate what a typical chain of this service takes.
What the chain costs and carries
Cost is modeled from recorded touches. Value is the amount on the designated value stage only.
The commitment against this outcome
Hire to productive inside 30 days · owned by Grace Mutiso
Not measurable from this extract. The commitment runs to 30 days and the extract covers seven, so no chain in the week had the whole commitment available and none could have been seen to miss it. 111 chains did close inside the window, at a median of 101.0 hours, which describes the fast chains and says nothing about the slow ones.
This commitment sits alongside the function level service levels the estate already publishes, not instead of them. Every function inside this chain can hold its own commitment while this one misses.
The handoffs this service crosses
Mapped to the Hire to Productive cross-flow · 4 handoffs
| Boundary | Mean wait | Rework | Typed in twice | Weekly cost | Owner | Basis |
|---|---|---|---|---|---|---|
| HR → ITgate | 27.7 h | 8% | 51% | $296k | Grace Mutiso | Measured |
| IT → Admin | 33.4 h | 5% | 18% | $188k | Nobody | Modeled |
| Admin → Finance | 31.9 h | 8% | 12% | $167k | Nobody | Modeled |
| Finance → The line manager | 22.9 h | 14% | 54% | $67k | Nobody | Modeled |
Who owns the delay
1 boundary disputes touch this service · 1 undecided
The mapped flow routes a hire from people services through the service desk to administration and then finance. The assembled chains show the service desk handing straight back to people services, and administration never appearing. One of the two is wrong.
Trace one chain end to end
The 14 complete chains carrying the largest amounts. Open one to see every document, the wait before each stage and the moments a person intervened.
| Chain | Counterparty | Market | Cycle | Waiting | Cost | People | Joined by | |
|---|---|---|---|---|---|---|---|---|
| OI-HTP-0062 | Silvia Moretti | Canada | 4.2 d | 3.5 d | $4.56 | 0 | Cohort 0.62 | Trace |
| OI-HTP-0095 | Tobias Reinhardt | Italy | 4.6 d | 3.5 d | $15.19 | 1 | Cohort 0.52 | Trace |
| OI-HTP-0128 | Yasmin Chaudhry | Australia | 3.2 d | 2.4 d | $15.19 | 1 | Cohort 0.52 | Trace |
| OI-HTP-0161 | Nils Andersen | Turkey | 2.9 d | 2.6 d | $15.19 | 1 | Cohort 0.52 | Trace |
| OI-HTP-0039 | Camille Rousseau | France | 5.5 d | 4.2 d | $15.19 | 1 | Cohort 0.62 | Trace |
| OI-HTP-0040 | Arjun Mehta | Brazil | 5.0 d | 2.8 d | $36.46 | 2 | Cohort 0.60 | Trace |
| OI-HTP-0086 | Tobias Reinhardt | Germany | 4.2 d | 3.9 d | $4.56 | 0 | Cohort 0.62 | Trace |
| OI-HTP-0001 | Estelle Mbeki | China | 5.4 d | 3.6 d | $25.83 | 1 | Cohort 0.62 | Trace |
| OI-HTP-0002 | Elin Bergstrom | Germany | 3.8 d | 3.4 d | $4.56 | 0 | Cohort 0.62 | Trace |
| OI-HTP-0003 | Farah Zayed | United Kingdom | 4.3 d | 3.5 d | $4.56 | 0 | Cohort 0.62 | Trace |
| OI-HTP-0004 | Rina Suryanto | France | 4.0 d | 3.8 d | $4.56 | 0 | Cohort 0.62 | Trace |
| OI-HTP-0006 | Wei Lin Tan | Germany | 3.6 d | 2.9 d | $4.56 | 0 | Cohort 0.60 | Trace |
| OI-HTP-0007 | Wei Lin Tan | France | 4.1 d | 3.4 d | $25.83 | 1 | Cohort 0.62 | Trace |
| OI-HTP-0029 | Ruth Okonkwo | France | 4.9 d | 3.9 d | $25.83 | 1 | Cohort 0.62 | Trace |
A joiner who cannot log in is a cost with no output, and a joiner paid wrong in the first period is the most expensive kind of correction the group makes.
An outcome is assembled, not recorded. No source system in this estate stamps a single reference across a purchase requisition, the order raised against it and the receipt that closes it, so the chains on these pages were stitched together after the fact. Where both documents sit in the same source system the chain is keyed and the join is exact. Where it crosses a system boundary the chain is matched on the party, the market, the region and whether the timing is plausible, and it is labeled inferred with its confidence shown. Where the two sides name no party in common the only evidence left is place and timing, and the chain is labeled cohort and confidence is capped low on purpose. A cohort chain is a hypothesis about which documents belong together. Read it as one.
The ledger behind these chains is one week, 10 to 16 August 2026, which is 168 hours. A chain that had not finished when the week ended is open, not late: the week simply stopped watching it. A chain whose commitment falls after the end of the week could never have been seen to miss, so its service level reads not measurable rather than holding. Nothing on these pages should be read as a monthly or annual attainment.
Cost to serve is modeled from the touches the ledger recorded, not billed from a timesheet. Every touch is priced at 11 minutes of a person at a loaded 58 dollars an hour, and every stage carries 1.10 dollars of system cost and 0.42 dollars of inference. Handoff cost is priced separately: waiting is held at 0.90 dollars an item an hour, rework at 34 minutes, and duplicated data entry at the re-keying minutes recorded against that handoff. Change any of those six rates and every dollar on these pages moves.