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Because onboarding is a checklist owned by nobody. The offer is accepted, and then HR, IT and the manager each start their own sequence, usually late and often duplicating each other.
The new joiner arrives to no laptop, no accounts and a manager who thought someone else had arranged the induction. It is a bad first impression for a decision the company spent months making.
Acceptance creates the personnel record from the offer — role, start date, manager, terms. That triggers the onboarding plan: HR tasks, IT access requests through the service catalogue in Desk, and the manager's induction tasks, each with an owner and a date.
From the start date the person appears in capacity, so planning stops assuming they are available before they exist.
It will not make somebody productive. It removes the administrative failure; the induction itself is people's work.
It also does not grant access. It raises the request with the right approver — the approval stays a decision.
Nothing is started twice and nothing is forgotten, because the plan generates from one event rather than three people remembering.
Capacity planning becomes honest about ramp: a joiner is available from their start date, at whatever ramp you set, rather than counting as a full person on day one.
The request is raised and routed; granting is still a person's decision.
Yes, by template — engineering and field roles rarely match.
From their start date, at the ramp you configure.
We will run it end to end on your own numbers in half an hour, and tell you honestly which parts Treepie does not improve.