How Processes Work in Enforcium

Processes in Enforcium help turn recurring work, internal rules, and team knowledge into clear processes that other employees can follow.

If a team regularly performs the same sequence of actions or encounters the same situation, it can be documented as a process.

For example:

• how to onboard a new employee;
• how to process a new lead;
• how to guide a client from first contact to contract signing;
• how to launch a new project;
• what to do when a client wants to cancel a subscription.

Instead of explaining the steps in chats every time or relying on one person’s experience, the team gets a ready to use workflow that shows

• what needs to be done
• what order
• who is responsible

Processes are available under Organization Standards → Processes.

Here you can see all processes available to you.

The Processes tab also appears in the Org Standards module in Job Description → My section.

Each process card shows its name, number of Steps, number of Positions with access, and visibility status.

Processes can be organized by relevant areas or departments so teams can quickly find the operating standards they need.

To create a new process, click Create Process.

NOTE: Processes can be created by Department Heads and users higher in the organizational hierarchy.

A process is useful for a workflow the team performs regularly or one that should be carried out consistently regardless of who is responsible for it.

For example, a new client process could look like this:

New lead received

↓

Lead qualification

↓

Discovery call

↓

Proposal sent

↓

Contract signed

↓

Client onboarding

Each stage can be documented as a separate step with assigned owners.

A process has two working modes.

View mode is used to review a completed process. Employees can see:

• the sequence of steps
• transitions between them
• the information needed to complete the process

Edit mode is used to create and update the process structure.

To make changes, enable Edit mode.

In Edit mode, you can add and update steps, owners, stages, metrics, descriptions, and other information.

This allows employees to follow the completed process while the people responsible for its structure can keep it up to date.

A process consists of individual Action Steps.

For each step, you can define:

• Step name
• Process Stage
• Value Impact Status
• Responsible positions
• Linked metrics
• Description
• Additional guidelines or links

For example, in a sales process, the Discovery Call step can include the responsible Sales Manager, instructions for conducting the call, and a metric affected by this stage.

This gives employees the context they need to complete each step successfully.

Each step can have Responsible positions.

For example, a new client process could include:

Lead qualification → Sales Manager

Prepare proposal → Sales Manager

Prepare visuals → Designer

Contract approval → Legal

Client onboarding → Customer Success Manager

A single process can involve several departments and specialists.

This makes it clear who joins the process at each stage and who is responsible for completing specific steps.

Each step can be assigned a Process Stage.

Enforcium uses the PDCA methodology:

• PLAN — preparation, defining conditions, and alignment before execution.
• DO — carrying out the main work of the process.
• CHECK — reviewing the result, monitoring progress, or identifying issues.
• ACT — making improvements or finalizing the result.

For example, a client process could look like this:

PLAN → identify the client’s needs

DO → prepare and present the solution

CHECK → review the result and collect feedback

ACT → make the required changes and record the final result

This helps show the role each step plays within the overall process cycle.

Each Action Step can also have a Value Impact Status.

Enforcium uses LEAN methodology:

• Client Value Added — the step improves the client experience or directly affects the result they receive.
• Business Value Added — the step is necessary for business operations, control, or growth.
• Waste — the step uses resources without creating clear value.
• N/A — the impact on value has not been defined.

This allows teams to look at a process from another useful perspective and ask:

“Why are we doing this, and what value does this step create?”

For example, if several steps in a 15 step process are regularly marked as Waste, it may be worth reviewing the process, removing unnecessary actions, or simplifying it.

A process step can be connected to one or more metrics through Linked metrics.

This connects what the team does with the result that work is expected to influence.

For example:

If the team regularly follows the process but the number of qualified leads does not increase, this can be a reason to review the process or specific steps.

Another scenario is possible. If the workload and target metric both increase, the team may see that current resources are insufficient. For example, another Sales Manager may be needed to handle the required number of leads.

Processes and metrics therefore help teams look at both the work being done and the result of that work.

You can add Guidelines to a process step.

Two options are available:

• Create guideline — create an internal instruction directly for the step.
• Add link — add a link to an internal or external resource.

For example, a Discovery Call step could include:

• conversation script;
• client question list;
• presentation template;
• CRM link;
• internal instructions.

The employee can access the required context directly within the step where it is needed.

One practical use case is onboarding a new employee.

For example:

Welcome & company introduction

↓

Set up accounts and access

↓

Review role and responsibilities

↓

Learn key processes

↓

Complete first practical task

↓

Manager check in

Each step can include responsible people, instructions, links, and required materials.

The new employee can follow the documented sequence and clearly see what to do next.

Processes also help preserve operational knowledge within the company.

When an important process exists only in one employee’s experience, the company can lose that knowledge when the person changes roles or leaves the team.

For example, an experienced Sales Manager can document:

• how to qualify a lead;
• which questions to ask;
• when to prepare a proposal;
• when to involve a technical specialist;
• what to do if a client stops responding.

This knowledge becomes part of the company system and remains available to the team.

The same principle applies to recurring problems. When a team regularly faces the same situation, documenting the solution as a process can make that knowledge easier to reuse.

Each user can see the processes connected to their position in their own profile.

Under Job Description → Linked Processes, employees can see processes that contain steps assigned to their position.

A process can be expanded to show the specific steps involving that position.

This allows employees to see both their overall role description and the company processes they participate in and the steps they are responsible for.

A process can be made available to relevant positions or hidden.

On the process card, Shown means the process is available to the relevant users. Hidden means it is hidden.

This can be useful when a new process is still being prepared, reviewed, or is waiting for approval before being shared with the team.

Processes in Enforcium connect several levels of company operations:

Process → how the company performs recurring work.

Action Steps → the specific steps that make up the process.

Responsible positions → who is responsible for each step.

Plan / Do / Check / Act → the role each step plays in the process cycle.

Value Impact → the value created by the step.

Linked Metrics → the measurable result affected by the work.

Guidelines → how to complete a specific step correctly.

The result is a process that gives the team a clear view of:

• what to do
• in what order
• who is responsible
• how to do it
• what result the work should influence

Start with processes the team already repeats regularly.

You do not need to document the entire company at once. Good starting points include:

• onboarding a new employee;
• processing a new lead;
• launching a new client;
• preparing a proposal;
• handling a common client issue.

If a situation keeps recurring and the team has to repeatedly figure out who should do what and how, it is a strong candidate for a process.