Onboarding in a virtual world | with Johnny Campbell

Welcome to episode 55 of the Shortlist. I am your host, Johnny Campbell, CEO and co founder of Social Talent. I want to welcome you to the first of our summer series of podcasts and broadcasts that we'll be doing over the next couple of months. The summer of 2021 and today's show we're going to be focusing on onboarding and we're going to be sharing with you a panel discussion that we broadcast privately for attendees of our STLive event, which was last month that it hasn't been shared publicly before, but we had a brilliant panel discussion that I think is going to be really beneficial to all of you listening here today. If you're listening live, as always, we want your questions and comments. I'll be able to take them at the end of the panel discussion when I'll come back on. But if you're listening on our podcast.

Really hope you enjoy the show.

We'll put any links that we reference in the show notes. And don't forget of course those watching live. This is broadcast as a podcast on Spotify and Apple and those of you who are listening to the podcast, you can always watch it live my most Wednesdays at 4pm UK time. And you can find more about our schedule and our upcoming summer shows mixed in with our regular live shows which will be happening over the next few months@socialtalent.com the shortlist so why onboarding? Well, remote onboarding and the move to remote, I guess remote work for all of us a year and a half ago meant that this was one of the first things we had to tackle. How do you tackle remote onboarding? And a lot of recruiters and TA teams were challenged with this and beginning the middle of last year and remote onboarding presents some unique challenges, but done really well. It has such a significant impact on new employee engagement, their productivity, performance and their potential. New hires better understand their role, what's expected of them, they're clearly aligned to the company's goals and strategy and they'll typically perform better and faster and it leads to better progression and development in their career with the whole company. It's a no brainer thing to do, right?

But.

But it's challenging when you do it remotely. There are some unique challenges and best practices appropriate to remote onboarding. You gotta ask yourself how do you make sure your processes are inclusive and welcoming? How do you get employees to contribute as quickly? So we lined up a panel of three expert leaders to discuss this. So I'm going to share this with you in just a Couple of moments we have with us Jodi Damboer and Jody is the global director of recruitment for technology at booking.com, based out of Amsterdam in the Netherlands. We had Steve Mayer, who's the vice president of talent acquisition at a company called Procore, who on the day that we broadcast this conversation and panel had just debuted on the New York Stock Exchange and Saskia Lodman, who is a learning development manager at Munich based unicorn booming company Celonis are doing amazing things and onboarding. More people post Covid than they actually had employed pre Covid. So three people have really experienced this who have great insights on what's happening in the world of virtual onboarding and onboarding. I really hope you'll benefit from their discussions. I certainly did. So without further ado, let me put you over to that live recorded live panel and we'll play the whole section of the panel live as it was broadcast because there's some great insights. But don't forget to add your questions and comments in as you're listening live and we'll address them at the end. So without further ado, it's over to me for our onboarding panel.

With with Jolie. I can't see you on my screen, Jolie, so I'm going to move my. There you are. Move my camera view. So great to have you here. Jody, you actually have an interesting story, not just talking about onboarding as your, you know, senior TA role, but you are someone who been virtually onboarded. You're relatively new to booking.com you got onboarded in a pandemic. Can you tell me a little bit about booking's onboarding process from your perspective as a newly onboarded employee?

Yes, yes, sure. Yeah. I started working 18th of January in booking and after 10 years in Cognizant almost. So I came from a really warm company where everybody knows me and I knew everything to a company and completely new, completely in lockdown. Our company offices are closed at least until end of October. But I have to say I got an extremely welcome and there were some things they did really well. So before onboarding, after I accept the offer, since then my current manager had a bi weekly meeting with me already to prep me for onboarding. What worked out really well. And then as soon as two weeks before I joined I got my my laptop, my phone, every equipment I ordered was already at my home. So everything was ready before before starting. And then when I joined I got a the First Week a program for how the first week looked like for the first month and for the first time, three months. So a really strong introduction program where we had a three half days virtual onboarding with all new joinings in the company. Besides that, I had the first week program with only my peers and my direct reports and after that with the management. So they had set a really clear program step by step. So that was fantastic. The people were really warm and welcoming and good sessions. So I really had a good onboarding.

That pre boarding element. Jodi, earlier Anjana from IBM talked about how their focus during particularly the pandemic was on removing anxiety from their 27,000 employees that they onboarded last year in the pandemic. Now from your perspective, what were the key things that helped remove the anxiety for you of not just joining a new company, but joining a new company in a pandemic virtually?

Yeah, I think the pre reporting is really important to keep the alignment. Of course you feel a little bit unsafe leaving a really safe place behind and to really buy in and get to know the people up front. I think it's key to your success later on because you come in much more comfortable. I think it really helped me.

I love this.

We had a comment from Angela on her slide, which was that something along the lines of, you know, your first day, it's not your first day, but it's the celebration of you joining us. You should have joined us before that in terms of the pain point.

Yeah, yeah. And then they also really, the last team meeting they had before I joined, I already went in and I got a good overview about the people connected with all my team members already on LinkedIn to get to know them a little bit upfront already.

I love that. I love that. Thanks for that, Jodi. I'm going to come back with a couple of questions in a few minutes, but Steve, I'm going to go to you. You're still on a high from the IPO yesterday. No doubt a big week for Procore. I'm going to ask you perhaps to tell us a little bit about your onboarding program, particularly the kind of way that you integrate the use of the product in the onboarding process, which I thought was fascinating and a really smart way to I guess socialize what the company actually does in a very experiential way with new hires. So maybe I'd like first of all how you feel this week, it's a big week, maybe introduce Procore to the audience who don't know the company and.

Then maybe tell us a little about.

That very initial experience you have around onboarding new employees.

First Off Johnny. It's kind of hard to get away from any experience other than the one I'm just feeling it was today. So I just ran from the floor on the New York Stock Exchange. So we went nyse. So we went the old school New York Stock Exchange, where you actually ring the bell. I got my little badge. You can't see, but it's like on the floor. And I ran. My hotel's two blocks away, so we're still there and it's still going right now. But I ran here because of my love for you, so it's good to be here. Thank you. But, yeah, no, I. And I'll run back to the floor right after this. So very excited and kind of elated and probably not focused and not. I'm not focused on a good day anyway. But yeah. So when we go through our onboarding, no one goes, gets out of school or in their professional career and goes, I want to be in construction technology. So Procore. Procore Technologies is the platform for construction technology. And we do multiple products and have over 275 partners that build on our platform. But nobody puts their hand up when they get out of school and is excited about construction technology. It's actually one of the reasons we're in the space. It's a very underserved space. And so we take our product and we ship out boxes of LEGO to all of our new hires, and they actually use our product to construct a building. Using LEGO but actually learning how to use our product at the same time. So they get to be experts in how our customers see our product, why they use our product. While building Legos, they get to have some fun. We hope if you have kids, you get to enjoy that with your kids. If you're like me and my kids are older, I still played with the lego. It was fun. And it's actually kind of a competition, too, to see who builds the best, most accurate replication. And it's the building they're building is actually our head office, which is out on the ocean on the coast. And so they actually build that through the process, and it gives them an introduction on how to have some fun together. Our culture is about enjoying each other and really getting to know each other, but also getting to use the product and learning through orientation and learning in a way where it's virtual and you could feel detached, but you're all doing it together. And people screw up all the time. And that's part of the us trying to get people to understand that our culture is also about being Perfectly imperfect. We don't expect people to nail everything on the first go. We just expect you to get up and be optimistic and try again. And so it goes through that experience and it's worked out really well and everyone likes it because it's weird. It's kind of funny to get toys sent to your house for your first day of work.

I like that. Is it something you're measuring? Are you polling or, you know, NPS surveying folks to understand are they enjoying this and what are the insights?

We are. Yeah. It's kind of like I sounds. We try and lead with humility. So this doesn't sound like it. So the last score, like our last, I think six months, we've been in the 98 to 99 on MPS.

That's amazing.

But in fairness, a big part of it is too. Like our executives quickly understood they had always been involved in orientation. Our orientation is a full week, the first week, and then we do boot camps for different functions. They've always been pretty involved, but they realized right away when we went home and had to switch to virtual because we didn't have any virtual prior to that, that they needed to be all in. And so all of our executive team spends time in orientation with each of the class. And they each own different parts of walking through the mission, the vision, our values, why we care.

We talked about pre boarding a bit, and you and I have talked about this separately. The differences between different parts of the world and their approach to pre boarding based on just the average notice period. In your experience, how much of a focus is put on pre boarding in the US versus other markets where perhaps the notice periods are longer?

A lot less. A lot less. We do try, but you're right, when it's condensed to two or three weeks instead of two or three months, it can be a lot harder and a lot tighter to try and get that for people to wrap up work before they move on. And so we don't overload too much because of the US model. And while we're predominantly hiring in the us, we do hire globally. And so we try to be aware we do have our teams in the UK and Australia and Singapore and Abu Dhabi understanding that they do have longer notice periods. So here are some other activities to do. So we have built that out for our leaders in those areas. But in the US we try not to load it too much because there's already enough stress on people trying to switch jobs.

I'll come back to explore that a little bit further within a few minutes, Steve. But I'm going to jump to Saskia. Saskia, you have as an organization probably.

An even bigger challenge.

You know, sending some the Lego out and having somebody, you know, experience construction is one thing, but your product is that much more technical, I'd argue and probably that much more difficult to explain to everyone working in the organization that maybe the engineers might get it, but not necessarily everyone else. And the growth rate that your company has experienced, particularly in the last year has meant that if I'm not mistaken, more than half the workforce that worked for the company today were onboarded virtually people in a pandemic versus were there before. Can you walk us through the program you've helped build more recently and tell me a little bit about why you built it in that way and what the focus of that is?

Yes, yes, sure. And yeah, indeed to all what you just said. First of all, yeah. Hi everyone, thank you for inviting me. It's really a pleasure to join this panel today. Yeah, our virtual onboarding week is actually happens once a month and just because we have or in this insane hyper growth phase at the moment and have between 80 and 100 participants each month. So it's like a real big onboarding week to be honest. And yeah, it consists of different elements. So we try to also bring a little bit of a variety for the participants. So it's we have self paced trainings they normally do just before the actual virtual onboarding week. We have live sessions with our executive team members and experts from different departments. And why we need experts from different departments is just like what you said. Our product is not well known or easy to understand for everyone who doesn't come from a very technical side. And we also have a lot of networking opportunities and a little team challenge. And this team challenge is actually more or less the height of the goal, how we succeed that everybody understands the company, the product and our culture.

And you mentioned to me when we had a conversation and I think you know, it was mentioned by Jodi as well, the importance of leadership. And I asked you when we first spoke about this, did you find it difficult to get the leaders to give the time over continuously these sessions that they would have to deliver these live sessions with new starters. I wonder, would you mind sharing with me the answer that you gave to me on that?

Yeah, interestingly it goes very, very well because we have our C level leaders who are really behind onboarding and really obviously want to grow and want to succeed in onboarding our new journeys and also keeping them. So it's actually very, very easy they're super motivated and I always. And yeah, I mean don't tell anyone, but it's almost every month that one of our C level leaders asks me if I need any assistance if they should join Launchbook Week because they know how important it is for us as a company to succeed. So I think that's also most important aspect why our onboarding week is successful and we're keeping our people.

Great to hear, Great to hear. Thanks for that. I'm going to jump back to Jody for a second. And Jody again, whilst you spoke from your perspective as a new starter, you are a senior leader in the TA team and you have the opportunity through your colleagues to influence future onboarding processes. What have you seen as someone who's experienced it firsthand, what have you seen in the onboarding process that made you think, okay, that's the thing we need to either heighten or do more of or there's something that perhaps we need to focus and maybe do less of. It wasn't a great thing. Are you even talking to other people who've been onboarded?

I think what worked well is giving a lot of personal time with people. So I was amazed about the senior leadership making the time to speak with you really go through their org and explaining what everybody was doing. But yeah, what doesn't work so well doesn't work what is really hard. It is really hard to connect the dots. So normally you come into an office, you see people having a coffee, you know, who are friends with each other, you go into a meeting room, you feel the atmosphere and now you only see this. So you don't see what are the real connections, you don't see the politics. So that makes it a little bit more hard to onboard. It will take more time to get that knowledge because the concept doesn't come in the first week, especially not a video screen. So I think yeah, it's important to help really bringing connecting the dots more. So really give this overview. Who's working with we whom, how does it work? What are the products more deep dive into that because that is a little bit missing and you go too quickly into the materials and start working on.

Projects, let's say immediately. Our prior speakers before the panel, Simon talked about the importance of trying to align new starters with the vision, the strategy of the company. Was that something that was done quite seamlessly with you in your experience?

Yeah, they did it really well. I said they had really written out the plan and really with org chart and connecting with the right people and they took a three Months period for that. It's not a one week something. So they really spend a long time on it because it's more important now to take the longer time. Also have a strong buddy program. So I got a buddy from the business who's helping me. We'll have a once a week quick connect where I can ask questions about how the organization looks like asking a lot of information. So yeah, I think that is really important that you catch somebody as a buddy to help you where you feel comfortable to ask the questions you won't ask other people. And I think that helps a lot.

Yeah, there's a lot of science around the importance of bodies and how they really help. New starters. Thanks Dash Yoli. I'm going to jump to Steve for a second. Steve, again, your organization is scaling on an incredible race and you're looking to expand internationally as well. What are some of the big challenges that you've seen when you're trying to create a virtual onboarding experience on scale and adapt that as you go and you adapt it perhaps for different roles, different culture, different markets?

Oh, there's so many challenges and I love the buddy program. We do that and I think we don't do it well enough. I need to amplify that more. I think one of the pieces we've done to continue that is create a slack channel for every orientation class so that group gets to stay connected and see what other questions each other's asking. But to answer your question, Johnny, the hardest part we have on the Global side is just the typical everyone's challenge with Global is when you try and cover around the clock and still build connection and have live content because we can have our mission and vision. We can have our CEO likes to walk through the mission. Our coo, he's now moving into a new role called Chief Cultural Officer focuses on values. But typically when we're not, when it's in the middle of the night, those are being done on video and it really doesn't build anywhere near the connection because where the beauty of having executives involved in it is when they can actually share stories and go back and forth and take questions. So what we have tried to do is we've tried to break it up a little bit and go and we're actually doing this right now because we have a month of development where we're having keynote speakers, one or two keynote speakers a week and we're doing them at just all hours of the day across the board and making it really wide open for every employee. It doesn't Solve the problem, but it allows for connections of other groups that you might not normally get. But to be honest, I was hoping someone else was gonna have a great answer for that one. Cause I don't think we're doing the best job at it. We're trying and we care and we wanna make sure we're listening. But our NPS score on our international is typically trailing our domestic for the US Even though there's the three hour time change in the US but the international. The other piece we have done historically, which obviously we can't in Covid right now, is we've sent executives out to help lead sessions from there from locations. We've asked executives in region to step up and actually own more parts of that and be there and run the Q and A. But what I really am trying to still focus on is how do I build those connections between APAC and emea, not just with the US So we get out of thinking we're a US centric company. I don't know if I answered your question, Johnny, but it's a huge challenge that we're not doing. We're trying and we have put in every effort, but I don't think we're great at it by any stretch.

You mentioned storytelling in your past. You've worked for Disney, you've worked for Lucasfilm, arguably two of the best storytelling organizations in the world. Anything that you can take from your prior experience around storytelling that worked really well in an onboarding type situation?

Yeah, certainly. Definitely. You're right. Both of those brands have some pretty decent stories to be able to tell. And like when we're onboarding at Disney, when you actually go to the studio lot and you get to walk through the underground tunnels where, you know the film that was printed on glass is actually still there, you can still see parts of it. And some of it's wrecked because the old cinematographers used to ride on it down the hill for fun, to surf on it. So it's kind of like you can get those kind of. But it's those real stories that matter. It's the same with Lucas. But I think where I'm at now with Procore, we talk a lot about our stories to try and give a real sense of what the culture is like and that it it's an overnight success that took 22 years. And trying to get people to understand that yes, we're going like this right now, but there are hard times in every company. There's gonna be hard times in your job. And so we use stories to Talk through that a little bit. What it was like when, you know, we were like, first selling our product and there was no WI fi on a job site. So we actually were selling our product for 100 bucks, 180 bucks a month, and buying WI fi routers and actually going out to job sites, flying to job sites, and putting the WI fi router on a pole. Imagine the cost of flying there, getting a ladder, getting a wife like your own router, and us paying for all of that. We were like losing money hand over fist. But having people understand how dedicated we are to making this product work in the long run and people getting a better sense of what it really was like when we struggled to make payroll, when we were trying to regrow. And so we talk a lot about those stories and how the company really was founded in the backyard of someone's house and it just kept growing from there. And then it failed because the housing bubble was not a really good moment for construction. But it's those hard times where you get the best stories. And so we really try and focus and tell those stories so people get a sense of where the heart is in the company, why we do care about our employees, why we did do things differently and why we've treated people the way we do and why we continue to do it. Because I think that's where it's real. HR putting something up on the wall, saying happiness is no, it's like this is really what we are. And what we. When we say optimistic, we don't mean everyone's smiling. We means we get knocked down a lot, but we get back up and we help each other out. But if you see someone else knocked down, your job is to help them get back up. And here's like. And we then we go through stories for it.

I love that. The chumbawumba method of life. Steve, thanks for your storytelling is really important. And it's, you know, you can scale stories if they're the right stories that make that moment happen. Saskia, I'm going to go to you. We have a question coming from the audience wondering for your virtual onboarding week. Is this nonstop events all day long for a week or is a little bit tough time set aside each day? And the person asking is curious how.

This works with managers and employees dedicating.

A lot of time to this instead of working on their primary responsibilities?

Yeah, good question. So no, it's not like the whole week, the whole each of day virtual onboarding and live sessions and everything. Because I think now, especially when you're joining a virtual onboarding. It's so much harder to focus and concentrate the whole time. So that's one reason. And the second reason is why we all always have only half a day of live sessions and the rest of the day they can actually do other networking things or work on the group challenge is because of the time zones differences. So we hiring globally. So we have Amy Amer, Americas and also other time zones joining, which makes the whole thing much more complicated, to be honest. So yeah. Did I answer the whole question or was there another part?

I think that makes sense. I think the person asked was trying to explain the logic of why they were asking, but that makes 100% sense and there is a lot of complexity there. And actually I might ask you to start on this. But another question that came in and it talks about higher volume roles where groups of people are starting at the same time.

I think all of you have this.

Challenge and the hiring manager may not be their main contact through onboarding.

How do you ensure empathy and personalizations.

Are probably two parts. Is the hiring manager always the main contact through onboarding? And if they aren't always, how do you still ensure the empathy and personalization? So maybe I'll start with you to continue that for Salonis.

Yeah, honestly, we have this situation for almost every new joining just because we are growing so much. So very, very good question. So what we are doing, what we're doing is also to have a buddy program. I think similar as Julie mentioned, that she also has a buddy by her side and I had one too. So I joined in February and had a bit of a same situation. So my actually new manager, she will join next month. So I haven't met her in person yet. So that's the one thing. So we have this buddy program and have a dedicated buddy who really helps answering all the questions and also make it a bit more personal and help connecting and networking with the whole company. So that's one thing and one part of our onboarding week, which we actually call Launchpad Week because when you join Syllas you just feel like you're joining a rocket ship. So that's why Launchpad week. And yes, it's like that. We have really a big focus on networking. So that's why we have several networking sessions where they actually can meet and have these team challenges where they are really in small teams, like five to six people and have the whole week to work together and they are from different departments as well, so that they also not only get to know the people within their little circle of their team or their department, but also just to broaden their minds and network even more beyond their little own circles.

It's so important. Thanks for sharing that task. I'm going to ask the next question that came in from our audience to Jody. Arguably, booking will be the most internationally diverse in terms of the scale of the organization and the different locations. You have staff in not only the booking.com property, but the other properties that the group owns. How do you deal with language barriers during your onboarding? Do they come up and in your experience or knowledge, Jody, how has that been dealt with?

No, I have to say I have 22 Netflix in my own team now and I don't really see see the language barriers because the main core language is English. Myself, I'm dyslexic and also my English is always not the best in class, but even then you work it through and I think everybody's quite used to work in English. Where I see some challenges sometimes with language is because onboarding first of all is getting to know the people. But then you have the etiquette compliance trainings and that kind of other onboarding trainings into the company with security there. Sometimes in these videos or in these trainings which you need to do, the language can sometimes be a barrier. I feel as a dyslexian that sometimes the words are quite difficult to understand for somebody who's not a local. So, yeah, there, there I see some barriers, but overall in the company I haven't seen it. And people can help each other with. And otherwise you can use some different words.

So I love that. It's not just the language barriers, it's the communication barriers. Your point? It goes beyond just perhaps the language someone speaks, but the style in which they can learn as well. Trying to adapt to those as much as possible is really important. How many did you take? 28 nationalities in your team?

22. Yeah. Yeah. So actually, yeah, my team is really international. They spread across a few cities here in Europe mainly, but also China and yeah, also there. This is also. It is not only your onboarding, but also onboarding as a manager. You know, how do you get to know your team really well? So there I did also some exercise with. So I gave them a small questionnaire, a prompt which they could answer and then I set some personal time with all of them. Took a lot of time, but I really got out of it what I wanted. So really get to know the people, really personal. And after that I did a really big feedback session about all the things I learned from that and how could we make some projects out of that to help them in the future as well. So yeah, it's both sides. You also need to get to know your team in a really strange way. Normally you see people in the office and yeah, how do you, how do you manage them if they have never seen you?

It's a great point. I heard today from somebody who was saying that in their organization when a.

Leader starts who has a team, she.

Will send out a survey to her team around communication style and that forms the basis of a conversation that she gets to then have one on one. So rather than just meeting for coffee, it's tell me what your communication style, I'll tell you about mine. And so you really learn about communication day one and get straight in there, which is critical, you know, if you're going to be leading that team particularly remotely. Thanks so much for that. I'm going to put a last question to Steve before he has to go back to New York Stock Exchange to keep ringing those bells and drink some champagne. Steve, you know we've mentioned a couple of times the onboarding in conjunction with talent acquisition and recruiting. It doesn't always or hasn't traditionally sat within talent acquisition. What are your thoughts on which teams or individuals should be involved in onboarding? What have you seen? Work well. Work well.

You bet. You're right. The champagne is waiting. So that is kind of exciting. But no, I do think it should be an integrated approach. I think it works the best when you do have talent acquisition, talent development, your business partner org and they're all tied together. But for us that's what's worked the best is having LD learning and development be our. They're the focus point of making sure that the content and the program is going to run well. But recruiting does the intro. So we get to make sure the person stays warm the whole time because especially during the virtual piece, that connection and keeping that relationship through now has proven to be more valuable than we've ever seen in the past. The other piece to that is I was reading about the higher volume roles. How we've gotten over that is we do an intro to the first day of orientation where every manager, if you have a new person starting, you have to be on the Intro piece for 15 minutes and you welcome your person to orientation and say thank you for joining no matter if you have one or 40 or and just ensuring that they get again and that the recruiter will be on that call as well. So it's kind of Like a handoff of the relationship and making sure that they really feel like they're getting that introduction and that it's a bit of a warm introduction, if that makes sense. And then sort of the last piece. I like answering lots of questions. I've had too much caffeine today. But with new managers, we do a new manager integration program where it's a facilitated program with their, their direct reports and they get to ask lots of questions to the facilitator who then compiles it and then gets the new manager to actually walk through their answers and their thought process to try and really build that team bond quickly as someone comes on board. Because again, you have people all over the country and all over the world right now. And we found that's worked really well too. And the feedback from the new team members is really good as well as the leaders because they get to know what people are, what they're wondering because it's facilitated. It's also not me asking you because I'm nervous about it or I applied for this job and I didn't get it, so why did you? It's a bit of a safer environment and that's worked really well. But to answer your question, sort of full circle, I think learning and development is a, they can be a great centerpiece, but it has to be integrated and you have to have a good handoff right now because it is so easy to change jobs. I've never seen a market like this and you could change jobs in a heartbeat. All it takes is a UPS or a FedEx or whatever, mail delivery service and you're in a new job and it's like crazy. And if you don't build that relationship early and often and just keep investing in it, you're going to lose people.

I love that and I've heard it said before, but it just always comes back to me that the currency of trust is time. And I think all three of you have mentioned how the organizations, the leaders you're working with, the colleagues, the senior executives have put the time in and that might be one of the most important ingredients is that you're seeing that and that's going to in gender trust in your new employee. I want to thank all three of you that could keep going. But Steve is champagne to get to go to. I know that Saskia and Jody have got to get back. Go take that card. Go get the champagne. Congratulations, Saskia, Steve, Jody, thanks so much for joining us on the panel today.

And thank you for listening to that panel discussion that was recorded last month for our stlive Hope that's really kind of giving you some insight in terms of what senior leaders in, you know, scaling organizations are doing around onboarding and where it's going. There was reference to the IBM case study which you can read about online and hopefully if you're a social Talent subscriber, you can find out more in upcoming release of onboarding content. We have going live over the summer to help leaders develop better strategies around onboarding for their teams and for newly onboarded employees to guide them through the journey between over the first 90 days. Kingsley Akins was on our show a few weeks back and Kingsley talked about networking and the power of networking. And it's been shown in many, many research studies that helping employees build better networks internally from day one is one of the most critical things a leader can do. And whilst we saw a lot of really good insights in terms of what great onboarding practices look like, I think we're still seeing this lack of soft skill type approach to onboarding in large organizations and small organizations. We're focusing on largely hygiene factors. What is our strategy? What is our product? Who are the people in the business? I'm less on how do you build, for example, a culture of networking in your team which is seen to, has been seen to quicken by up to 25% the process of onboarding and getting to full ramp, but also building better networks for that employee to pursue her career and develop her career and get things done in the new networked organization that all of us pretty much work in these days, where it's not just about the team around us, it's about how we integrate with the whole organization. Hopefully that's given you some food for thought. We're going to be back to our regular type of schedule next week. Next week. Coming up, we have a panel of guests joining us live on the show. We have Jax Willey, Billy Parker and Aaron Pierrepoint joining us to talk about how we can create and sustain employment for the visually impaired. So we've invited Jax, who's from Orion Global talents in the U.S. billy Parker, who's the program director at National Industries for the Blind and Aaron Pierpoint who's the head of talent strategy at Bristol Myers Squibs. And we'll be talking about some of the initiatives that Jax, Billy and Aaron and ourselves here at Social Talent have worked on and are working on to try and create opportunity for the visually impaired and to bridge that divide the current easiest and we'll examine what is that dividend for that particular area of, I guess, disadvantaged individuals who aren't given the same opportunity as others. And we'll show the data, but shed a light on, or shine a light on what is working, what has worked, and perhaps what we can do going forward. So tune in on Wednesday, 23rd of June, live at 4pm UK time, 11am Eastern, 8am on the west coast, or you can check out the podcast that evening. So next Wednesday evening of Thursday morning.

Wherever you are in the world, on.

Itunes, our Spotify, or wherever you listen to your podcasts. Meanwhile, I hope you enjoyed our panel. Thanks for joining the first of our summer series. We'll be back with more of our summer series discussions over the course of the next few months, but we'll be back with our regular live audience and live show next week. Until then, take care.