Onboarding Process Quotes

A lot of rookies don't come into the league and have that type of leeway that Coach Walton and his staff really gave me.

Somehow, the company must stay true to the founding vision while avoiding the pitfalls of rapid growth - and perhaps survive the hiring of a previously successful executive who doesn't work out.

Talent is in short supply everywhere. At Wipro, we are training nonengineers to be engineers.

When I work with new girls, I talk their ear off and try to make them as comfortable as possible because I remember what it was like when I first started.

Onboarding starts with satisfying the most basic of Maslow's psychological needs: belonging. New hires shouldn't arrive to an empty cube and be forced to forage through corridors searching for a computer and the bare necessities of office life. A new hire isn't a surprise visitor from out of town. Plan for their arrival.

I started at GM knowing very little about that particular business. Not being an expert means you have to learn everything, starting from the basics.

If you're building a startup or any sort of organization, take a few moments to reflect on the qualities that the people you most enjoy working with embody and the user experience of new people joining your organization, from the offer letter to their first day.

A lot of people have compared being an NBA rookie to being a fraternity pledge. It's not really intense like that. It's more like being an intern.

We created materials to explain Slack to individuals - what it was for, how it worked, what you're supposed to do - but we also built resources for team administrators. We wanted to give them ammunition to help convince the team.

Every player needs time to settle in and to get used to a new club, from knowing the league to the other players - everything.

When we start a new store, we make sure that we transfer enough starter culture from other stores that are already Whole Fooders, who've already incorporated our values and our culture within themselves into the... into the store.

When you just come into a show that's already established, you feel that they're family, and they have a way of doing things and running things.

It always takes some time when you change the technical staff. Sometimes you don't understand what they ask for.

It's always a bit strange when you join a show in the second season.

The big experience of feeling like I jumped off into the deep end was that transition from college into the workforce. There were so many unwritten rules I didn't understand.

The normal routine is always the same thing whether it's on a new movie or a new job - there's always a process of getting to know one another. I think part of what makes movies special is that it is a relatively intimate environment and it's pretty short-lived - you get to know one another very quickly.

Whenever you are in a new system, and you go on summer break and come back for training camp Day 1, you don't know how much is really going to stick.

About every other week, I sit down with all of our new Zynga hires and I talk to them for about 90 minutes, have an open Q&A. There is no formal presentation. I talk about our values, where they came from and why they are so important, and I ask them to challenge those values.

It's always challenging to go into a role.

I don't believe in the coach-in-waiting thing. I don't think that works.

One of the hard parts about building a service that you use yourself is that it's easy to forget what it was like the very first time someone signs up. Every once in a while, I'll create a brand new account and give it a try and see how hard it is to find things that I really love, see if I'm using it or thinking about it differently.

If you're able to arrange a trial period with a new hire, do it. It will give both of you a chance to make sure the position is a good fit - and can help you avoid being in the awkward situation of wanting to fire someone three or four weeks in.

I enjoyed the promotion with K9 on my introduction day.

The first day, week and month of an employee's experience carries a lasting impression.

As CEO, I had a standing 30-minute meeting every Monday to greet and connect with new hires.