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From YouTube: Onboarding AMA with Sales Leaders (2020.06.03)
Description
Beverley Rufener (Team Lead, People Experience) engages with GitLab sales leaders to discuss the importance of onboarding within an all-remote environment and how ‘getting it right’ can positively impact both employee retention and sales productivity.
Notes doc (internal only): https://drive.google.com/file/d/1MGAYkmCrp-rXu5RLusnGTHqiQH0jSa6b/view?usp=sharing
A
B
Wonderful,
thank
you
so
much
david,
I'm
beverly,
as
you
can
see
from
my
title
on
the
screen.
I've
been
with
the
people
experience
team
since
the
beginning
of
march.
In
the
capacity
of
team
lead,
we've
been
working
quite
ferociously
on
onboarding,
so
it's
been
a
key
area
of
focus
for
us
but
contrary
to
public
opinion.
We
actually
do
way
more
than
that.
We're
also
involved
in
transitioning
and
off-boarding
and
a
whole
bunch
of
other
things.
B
But
the
topic
of
today's
ama
really
is
onboarding
and
we
wanted
to
do
a
quick
education
session
with
the
sales
managers
answer.
Any
questions
that
you
may
have
hopefully
get
some
suggestions
in
terms
of
things
that
we
can
potentially
improve
in
the
near
future
and
just
take
it
from
me.
So
if
everybody's
comfortable,
I'm
going
to
start
sharing
the
slide
deck,
and
then
we
can
do
a
question
session
after
ashley,
jamison
is
going
to
be
documenting
for
us
today.
B
B
Can
everybody
see
the
slide
deck?
Yes,
excellent?
Okay,
so,
as
mentioned
nadia
and
I
are
going
to
be
hosting
this
session,
I
will
be
taking
the
lead
on
that.
If
anything
gets
too
tricky,
I'm
going
to
throw
nadia
into
the
deep
end,
which
I
think
she's
willing
to
do.
For
me.
I've
thrown
a
couple
of
quotes
in,
and
I
really
love
this
one
from
chloe.
B
If
you
have
a
look
at
the
biggest
risks
to
get
lab,
one
of
them
is
ineffective,
onboarding,
and
what
we
try
and
do
from
the
get-go
is
enable
creates
a
sense
of
self-enablement
and
that
really
feeds
into
team
member
attention
in
all
remote
environments
and
decreases
staff
turnover,
there's
nothing
worse
than
having
someone
finally
settle
into
their
role
after
months
and
months
and
months.
I
need
to
say
goodbye
and
a
lot
of
the
time
that
has
to
do
with
a
poor,
onboarding
experience.
B
B
We've
got
a
couple
of
new
initiatives
that
we're
busy
working
on
at
the
moment
and
I'm
going
to
obviously
keep
hammering
on
a
little
bit
about
that
task.
Completion
because
it
is
important,
so
what
we're
busy
looking
at
right
now
is
a
pre
onboarding,
which
is
going
to
see
us
picking
up
the
process
a
little
bit
earlier
on
in
what
we
have
been.
B
The
reason
for
this
is
that
many
of
the
other
departments
have
role-based
tasks
so
where
sales
has
an
actual
sales
training
and
sales
onboarding,
that's
documented,
on
a
page
in
the
handbook,
some
of
the
other
departments
actually
input
tasks
specific
to
their
divisions
within
the
actual
onboarding
issue.
So
once
that
issue's
been
opened
up,
it
then
hands
over
to
the
manager
and
that's
when
you
would
insert
a
couple
of
things
and
you
would
also
be
then
accountable
for
selecting
an
onboarding
buddy
at
that
point.
B
Oh
sorry
about
that
then
days,
one
to
five
there's
really
just
it
is
listen
to
morning
and
afternoon
morning
would
be
the
general
onboarding
tasks
which
would
be
system
acclimatization,
getting
used
to
the
culture
reading
up
on
the
values,
those
sort
of
things
with
the
afternoon
being
focused
on
what
would
be
your
sales,
training
or
onboarding
and
then
from
week,
two
onward.
It's
really
exploration,
so
the
onboarding
objectives
in
terms
of
the
individual
is
obviously
as
getting
them
set
up
for
success
from
day
one
acclimatizing
them
to
the
organization.
B
B
I
have
had
a
quick
look
at
the
training
and
I've
run
through
it
with
tunisia
and
there's
a
lot
of
content
there.
One
of
the
things
that
I
have
had
raised
on
an
ongoing
basis
with
new
hires
in
the
sales
department
is
them
finding
it
difficult
to
balance
their
time
between
the
general
onboarding
tasks
and
that
specific
training
and
you'll
see
there's
feedback
around
that
later
on
in
the
slide
deck
and
then
from
a
strategic
objective.
B
Getting
yourself
onto
the
team
page,
the
security
aspects,
obviously
incredibly
important,
lien's
done
a
lot
of
work
in
terms
of
access
provisioning
around
onboarding.
She
is
on
this
call
if
you
have
any
questions
around
what
she's
doing
with
us
at
the
moment.
It's
obviously
also
we
encourage
social
interaction.
This
is
something
that
we've
also
got
under
review.
At
the
moment,
we've
had
a
couple
of
individuals
say
that
they're
not
really
comfortable
doing
social
engagements
and
requesting
coffee
chats
from
the
get-go.
B
This
is
part
of
what
we
do
ahead
of
onboarding,
so
it
is
creating
the
issue:
access,
provisioning,
updating,
bamboo
hr
and
reviewing
the
documentation
for
that
particular
new
hire
in
terms
of
the
sales
manager's
role,
it
really
is
nominating
an
onboarding
buddy,
assigning
role-based
tasks
which
wouldn't
necessarily
apply
to
the
sales
department
and
then
doing
a
quick
zoom
check-in.
Ensuring
meeting
invites
are
sent
team
introductions
and
those
sort
of
things,
and
then
the
onboarding
buddy
really
then
jumps
in
to
do
a
welcome
on
day
one
and
offer
any
support.
B
I
had
a
great
onboarding
buddy
experience
and
I
think
it's
important
to
be
mindful
if
you
select
so
we
have
had
situations
where
an
onboarding
value
was
selected
that
was
actually
going
on
leave,
which
sort
of
left
the
new
higher
in
a
vulnerable
position.
So
it
is
good
to
just
check
those
points
when
you're
nominating
someone
and
obviously
ping
them
on
the
issue
to
make
sure
they're
aware
of
their
role.
B
B
We
have
got
an
onboarding
satisfaction
survey
that
runs
at
the
30
day
mark
and
what
we
had
this
last
month
was
a
record
high
for
the
team,
which
was
a
four
point:
seven
three
out
of
five,
so
the
feedback
is
predominantly
good.
It's
very
rare
that
we
get
negative
feedback
within
this.
The
onboarding
buddy
is
also
surveyed,
and
we
get
feedback
around
that
and
we
have
got
an
insane
serve
for
the
onboarding
value
of
the
quarter.
B
Then
I
know
that
in
sales,
it's
all
about
figures.
So
if,
if
you
had
a
look
at
this
quote,
it's
about
how
an
effective
onboarding
process
can
actually
impact
revenue,
growth
and
profit
margin.
So
if
we
can
get
this
right,
there
are
so
many
long-term
benefits
to
it,
and
it's
really
about
having
a
team
member,
that's
productive.
That
knows
what's
going
on,
that
knows
how
to
make
use
of
the
tools
and
resources
that
are
available
and
that
really
optimizes
their
time
span
and
how
they
go
about
doing
things.
B
A
Before
we
jump
into
the
questions,
I
just
want
to
say
thank
you
again
for
not
only
joining
this
call,
but
also
for
all
the
the
positive
improvements
and
contributions
you've
made
to
the
onboarding
process
and
I'd
be
remiss
not
to
say
specifically
thanks
to
all
of
you,
but
specifically
lean
for
a
lot
of
the
automation.
She's
done.
A
I
think
sales
managers,
you
can
recall
even
just
a
few
months
ago
it
was
more
of
an
onerous
task
of
things
on
the
manager
to
either
create
an
access
request,
or
even
when
we
had
templates
still
we're
creating
those.
But
lean
has
automated
all
that.
So
I
just
want
to
say
thank
you
very
much
for
everything
you
all
do.
B
C
Yeah
sure
I
you
know
you
mentioned
in
the
beginning
of
the
call,
there's
some
incomplete
onboarding
tasks
and
I
was
curious.
Is
there
any
pattern?
Is
it
like
specific
areas
or
is
it
just
kind
of
all
over
the
place
right?
I
was
just
trying
to
figure
out.
If
there's
an
area,
we
can
focus
on
or
try
to
fix
or
tweak
something.
That's
all.
B
I
think
what
we
would
like
to
do
is
sort
of
get
the
managers
involved
on
a
more
ongoing
basis
to
help
us
point
problem
areas.
We
are
going
to
be
putting
a
dashboard
together,
that's
going
to
allow
us
a
lot
more
insight
into
what
is
not
being
completed,
and
we
can
start
trending
from
there
that
having
been
said,
it's
not
in
motion,
yet
we're
going
to
be
making
more
of
a
concerted
effort
to
touch
base
on
if
we
see
a
huge
gap
in
terms
of
where
something
is
not
complete.
B
I
think
at
this
stage
it's
predominantly
from
week
two
onward
where
we're
noticing
things
are
falling
off
and
I
think
that's
got
a
lot
to
do
with
the
person
really
settling
into
their
day-to-day
role
and
onboarding
becoming
a
bit
of
a
sideline
at
that
particular
point.
I
hope
that
answers
your
question.
D
Yeah
adam,
I
want
to
add
this
is
where
we
need
all
of
your
buy-in
like
we.
We
really
need
the
managers
that
are
supporting
these
new
hires
through
onboarding
to
say:
hey,
go
back
to
that
onboarding
and
complete
your
tasks
and
I'm
gonna
need
to
check.
I
don't
think
the
conversation
should
be.
I'm
gonna
check
up
if
you've
completed
it,
but
instead,
like
hey
and
ping
me.
If
you
get
stuck
on
anything,
so
we
can
work
through
it
together
and
make
sure
you
you
complete
it
because
I
think
happens.
D
B
I
think
a
really
useful
way
to
see
how
someone's
progressing
with
their
on-boarding
as
a
manager
is,
if
you
receive
their
completed
gitlab
quiz,
which
is
very
very
much
around
the
products
and
the
different
tears
and
whatnot.
I
know
it's
something
that
many
people
just
kind
of
don't
do,
and
they
don't
make
the
time
to
do,
but
it
was
super
informative
for
me
and
I
think,
that's
probably
the
quickest
indicators
to
see
where
they're
at
and
whether
they've
completed
that
or
not
okay.
C
No,
I
just
have
one
other
thing
I
threw
it
in
there
like,
and
I
think
tim
whitaker
shared
this
with
me,
because
I
went
from
being
here
for
three
years
as
a
seller
into
a
manager
and
engineering
has
like
a
onboarding
to
being
a
manager
task,
and
I
don't
know
if
that's
ever
been
called
out
or
how
often
that
even
happens
when
people
get
promoted.
But
it
was
pretty
helpful.
C
I
did
not
complete
it,
so
I
am
one
of
those
people
that
should
have
probably
completed
it
all
and
but
it
reminded
me
in
this
call
today
for
me
to
go
back
through
and
there's
some
really
good
things
for
me
to
go.
Do
so.
I
don't
know
if
we
ever
want
to
revisit
that
or
create
a
sales
version
of
that.
It's
very
engineering.
D
B
That's
across
the
whole
of
get
lab
and
we've
recently
made
a
change
there,
so
that
previously
would
have
been
issued
or
allocated
by
the
hiring
manager
that
would
be
taking
that
person
over
and
we
found
that
wasn't
happening.
So
we've
re
we've
reallocated
that
to
the
people
experience
team,
so
lean's
actually
busy
with
automation
at
the
moment,
so
we're
in
discussion
around
it
where
former
people,
managers
and
team
leads.
That
issue
will
automatically
get
created
and
we're
busy
working
with
josh
and
jc
to
update
that
actual
training
issue.
C
E
Sure
yeah,
so
my
question
well,
first
of
all,
I
want
to
say
I
love
the
idea
of
sending
people
role
ahead
of
time
ahead
of
them,
starting
because
I
think
when
I
first
saw
the
issue
I
was
like
what
is
this
and
why
is
it
so
long
and
wordy
like
didn't,
really
know
how
to
how
to
you
know,
take
everything
in
on
my
first
day.
You
know
it
was
a
little
much,
but
my
actual
question
is
more
enablement
focused
around
the
data.
So
how
are
y'all
tracking,
like
how
somebody
finishes?
E
B
Okay,
so
at
the
moment
it
is
a
very
manual
process
for
us.
We
have
got
a
dedicated
people.
Experience
coordinator,
she's
on
the
call.
Her
name
is
alex
and
she's
reviewing
and
she's
pinging
managers
where
necessary
to
ensure
that
they're
aware
of
the
role
they
need
to
play
and
that
the
tasks
need
to
be
completed
and
trying
to
create
an
awareness
around
that.
B
What
we're
looking
to
do
is
work
with
the
data
team.
So
we've
got
a
mock-up
dashboard
that
we
had
a
look
at
the
other
day
which
will
actually
pull
all
of
our
open
issues
and
be
able
to
help
us
if
we
can
get
the
labeling
right
to
pinpoint
specific
issues,
specific
departments,
specific
managers,
so
that
we
can
start
training
that
and
sort
of
seeing
how
far
that
goes
and
where
that
goes,
and
it's
not
it's
not
really
to
call
anyone
else.
B
It's
for
us
to
again
enable
someone
to
really
make
use
of
the
tools
and
the
resources
that
are
available.
Does
that
answer
your
question?
That
is
so
we're
going
to
be
hoping
we're
hoping
to
have
that
set
down
in
the
next
two
weeks
to
a
month,
but
we
want
to
make
sure
that
it's
really
impactful
and
well
thought
out,
because
there's
quite
a
bit
that
we
need
to
pull
like.
I
said
we
don't
just
work
with
onboarding.
We
work
with
probation
periods
and
a
whole
bunch
of
other
things.
E
F
Yeah
thanks
beverly,
I
see
nadia's
answering
my
question.
Thanks
nadia
it
was
about
our
policy
and
obligation
to
either
you
know
not
allow
people
to
start
on
boarding
early
or
you
can
so
those
in
the
timeline
there,
the
the
the
things
that
are
listed
as
two
weeks
out
and
one
week
out.
Are
they
just
things
that
we
can
send
the
the
new
hire
in
advance,
but
there's
no
ask
for
them
to
complete
anything.
Is
that
what
they
are.
B
Correct
so
we
will
have,
as
I
mentioned,
an
ama
session
in
which
they
can
all
join.
The
call
reach
out
to
us
ask
any
questions
that
they
have
the
intention
around.
That
is
also
social,
so
we
will
be
introducing
them
to
other
team
members
that
will
be
joining
at
the
same
at
the
same
time
or
at
a
similar
time,
and
then
it's
just
pre-reading.
B
So
it's
really
a
case
of
I
mean
there
are
a
couple
of
pages
in
the
handbook
that
I
found
a
couple
of
weeks
down
the
line
from
when
I
started
that
I
would
have
loved
to
have
been
able
to
see
from
the
get-go,
and
I
put
this
concept
was
really
based
on
my
experience.
I
had
quite
a
lengthy
notice
period
and
I
would
have
loved
an
opportunity
to
really
get
my
teeth
stuck
into
something,
even
if
I
wasn't
necessarily
working.
B
So
that's
really
the
intention-
and
it's
also
just
to
make
sure
that
they're
they're
aware
of
what
to
expect
on
my
first
day,
because
it
can
seem
a
little
bit
isolating
and
a
little
bit
overwhelming
in
some
ways
and
in
other
ways
underwhelming,
because
there
is
no
one
to
sort
of
meet
and
have
coffee
with
at
your
desk
and
do
a
little
office
chair
with
you.
So
there's
a
couple
of
reasons
that
we've
come
up
with
that
concept.
F
C
C
Was
a
I
like
the
point
that
hayden's
bringing
up
there's
a
lot
of
good
stuff
that
people
are
eager
and
would
want
to
read
on
their
spare
time
like
it's
not
a
requirement,
it's
optional.
If
you
want
to
dive
in
early,
it
was
extremely
valuable
when
you
actually
did
start.
If
you
were
able
to
start
early,
not
a
requirement.
G
Yeah
sure,
thank
you
again
for
doing
this.
This
is
more
of
a
question
for
just
sales
managers.
I
know
there's
some
new
sales
managers
on
the
call.
Do
you
know
how
to
you
know?
Do
you
know
what
tasks
are
required
on
your
end?
Do
you
know
how
to
find
onboarding
issues?
Is
there
any
additional
enablement
that
we
should
do
and
again
this
is
just
safe
space
want
to
make
it
easy
and
want
to
provide
as
much
training
and
support
as
we
can.
G
H
Excellent
yeah,
sorry,
I'm
on
a
weak
signal
in
the
mountains
here.
But
yes,
I
think
we
just
need
to
be
explicit
on
the
onboarding
issues
and
assign
the
appropriate
asms
rds
or
whoever
is
on
boarding
the
tasks
they
need
to
complete
right.
So
I
I
know
we
have
done
that
in
the
past.
I've
done
that
with
a
number
of
my
folks,
but
it
can
be
confusing
within
the
master,
onboarding
project
or
issue
to
to
what
you
actually
have
to
get
accomplished.
H
So
as
long
as
we
are
explicit
and
we
orient
the
new
sales
leaders
and
sales,
you
know
sales
managers
onto
what
their
objective
is
within
each
onboarding
project
and
they
have
a
clear
understanding
of
the
that
task
itself.
It
may
behoove
us
to
do
a
refresher
on
that
right,
just
to
make
sure
everybody
fully
understands.
What's
going
on
so.
D
Yeah
so
aj,
I'm
wondering
if
I
can
quickly
share
my
screen.
I'm
gonna
take
two
minutes.
I'm
gonna
connect
to
the
same
call
with
my
laptop
sorry,
I'm
connected
twice.
I
don't
wanna
timestar,
but
I
do
quickly.
Just
wanna
show
you
what
it
looks
like
because
I
think
it
is
extremely
explicit
and
if
it's
not
by
the
way,
I
just
got
logged
out
of
gitlab
and
it's
because
I'm
busy
syncing
two
laptops
and
getting.
H
D
B
Perfect
perfect,
so
if
you
can
have
a
look
here,
you'll
see
that
we've
got
the
onboarding
issues
templates
and
everything
is
really
explicitly
detailed.
So
before
start
accounts
and
access
provision,
we've
obviously
implemented
the
the
access
provision
templates
with
lean,
supports
well
actually
blended
the
whole
thing,
but
we
we've
literally
detailed
step
by
step
every
single
thing
that
needs
to
be
closed
out
from
a
manager
perspective
from
an
onboarding
buddy
perspective,
I.t,
ops,
obviously,
and
main
people
experience.
B
There
is
not
a
manager
task
within
quite
a
few
of
the
days.
You'll
see
that
there's
something
on
the
second
day
and
then
something
on
the
first
day
over
there.
But
the
the
ask
isn't
huge
from
a
time
spent
in
terms
of
when
I
actually
reviewed
this.
So
if
we
could
get
this
right
and
by
all
means,
if
you
pick
up
something
within
the
manager,
tasks
that
you
you
feel
is
obsolete
and
no
longer
needs
to
be
included
or
needs
an
update.
H
I
B
The
one
thing
that
I
do
want
to
mention
is
that
we're
going
to
be
placing
quite
a
big
focus
on
off-boarding
and
transition
issues,
so
a
lot
of
work
has
gone
into
onboarding,
but
we
don't
want
to
minimize
the
importance
of
the
other
issues
too,
because
particularly
with
onboarding,
we've
got
a
match
shorter,
lead
time.
In
terms
of
closing
that
out,
it's
actually
come
to
five
days
now,
but
I
don't
want
to
sidetrack
the
conversation
with
that.
I
think
we're
pretty
much
a
time
any
anyone
else.
J
D
I
do
also
want
to
say
anyone
looking
at
the
version
history
of
the
onboarding
template
would
see.
We
make
multiple
changes
in
a
day,
so
it's
no
longer
something.
We
do
weekly
monthly,
quarterly,
we're
literally
iterating
on
this
daily
and
every
osap
feedback
we
get.
That
is
something
quite
tangible.
We
go
and
change.
So
if
it's
something
where
someone
says
this
one
word
made
no
sense
to
them
or
this
one
section
should
come
before
this
section.