Setting the Stage for Success: Onboarding and Orientation Strategies

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Bring up the talent.
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Bring out the talent.
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Bring out the talent.
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Welcome to Bring Up the Talent, a podcast featuring learning and development efforts discussing in a bit of a focus and industry insight.
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Students to hear our talent.
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Help develop yours.
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Now here are your hosts, TTH CEO and President Maria Melfaugh, and talent manager, Jocelyn Allen.
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Hello, Jocelyn.
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Hi, Maria.
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It feels so long since we've been together again.
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I'm so happy to see you again for the episode that we have today for the exact same.
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It always feels that way when we get into our podcast roomslash studio in air.
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Yeah, it's good.
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Oh, exactly.
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I knew you told me how to tell that.
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You're not supposed to tell people that.
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Yes.
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Yes.
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We just we just unlocked you about five minutes before.
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Yes.
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Yeah.
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Yeah.
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Because you need to do recruiting and help find our wonderful talent network jobs.
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Yes.
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And help our clients.
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Yes, absolutely.
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It's very, very important.
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So it's all for good reason that we keep you closed up.
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It is.
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It's a reignite for my to charge my battery, so to speak.
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Yes, right.
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Exactly.
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Absolutely.
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Well, we are very excited to have one of our special guests back for the second time.
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We loved having her on so much last time.
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We felt absolutely energized.
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We ended up having a wonderful webinar afterwards.
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Got incredible feedback, probably the best feedback we've ever received from a webinar.
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So this woman is a pro.
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And it's also on a great topic on onboarding, right?
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We all love that topic.
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So it's all like so much of it happening right now, too, right?
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Like there is a recharge and reigniting onboarding programs.
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And I think it has a lot to do with the market changing again.
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Oh, people are hiring again.
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It's nice to be able to do that.
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Nice to see.
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It's very nice to see.
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So starting a new job should feel energizing, not overwhelming, correct?
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Yet research shows that nearly 30% of new hires leave within their first 90 days.
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They're like, I am getting out of that place.
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That place is a bunch of crazy people.
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They have no idea what they're doing.
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But that's a costly miss that often traces back to ineffective onboarding and orientation.
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Even more telling, only 12% of employees believe their company provides a great onboarding experience, which means most people that fail the system fails them at exactly the moment they need it most.
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And considering that organizations with a strong onboarding process can improve new hire retention by 82% and productivity by over 70%, the stakes for getting it right are clearly high.
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In this episode of Bring Up the Talent, we are joined by Dr.
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Michelle Robertin, a nationally recognized HR and organizational development leader, a keynote speaker and consultant.
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With over 15 years of experience helping organizations strengthen culture and elevate employee experience, Dr.
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Rob is known for her practical, people-first approach that turns talent strategies into measurable business results.
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Today's conversation is about shifting onboarding and orientation from administrative necessity into strategic advantage, from blending compliance with culture to designing orientation that truly resonates.
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Dr.
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Rob shares strategies leaders can use to set employees up for long-term success.
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Get ready for a future focused discussion that will reshape how you think about onboarding, orientation, and those first critical steps of the employee journey.
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Welcome, Dr.
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Rob.
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Thank you.
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I'm so excited to be back.
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This philosophy is so excited to have you.
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I'm so excited to have you, Dr.
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Rob.
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We've been waiting.
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It's we didn't need another reason, but we found one.
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So we're let's segue into onboarding and the conversation around it.
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Because I feel like when we talk about these things, and you can tell that people definitely want more out of it because these episodes do hold a lot of weight.
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They tend to be very popular.
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So we know people are inquiring about how do we not make this a checklist?
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Just we're doing it.
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Here's a form, here's a policy.
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Oh, and here's a quick tour, and that's where you make your coffee, and here's where you take your bio breaks, right?
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When you think about orientation of a part of that first step, right?
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Getting people acclimated and giving them that tour, so to speak.
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What does transformational onboarding and orientation really look like?
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What, like how is that experience developed and what are the feelings that come with it?
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You have no idea how well you set me up in that last sentence.
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Because it should start with a feeling.
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And I would have rejected that sentence, I don't know, six years ago.
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I would have said, please, I don't want to talk about emotions and feelings.
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I would have wanted the checklist, Jocelyn.
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I would have said, What do I do pre-orientation, during orientation, post-orientation?
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But I learned from a leader in healthcare who I reported to some years ago, and everything was about a feeling.
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And and y'all, I mean everything.
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If we plan for all of our systems leaders to get together, she would start with, what's the feeling?
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What's the feeling?
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I used to hate hearing that word.
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What's the feeling?
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And I read our I used to kind of reject, reject it mentally, like, okay, let's get on with the to-do list.
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And then I saw it as a cheat code.
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She started with feeling because she would then say, if if those are the feelings we want our leaders to have, we want our new hires to have, then what kind of experience would we create that would garner those feelings?
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And I was like, oh, this is great.
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This is why we put all the bells and whistles on a learning experience or an orientation experience.
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So a transformational onboarding and orientation begins with a feeling.
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You should ask yourself, what do I want my new hire to leave this event?
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And we'll talk about that because orientation is just that, the event.
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I want them to leave day one thinking what, feeling what?
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Week one, thinking what, feeling what.
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But a good leader is going to then say, at the end of 90 days, what do I want them to say?
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And I saw this really cool activity once.
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It's unrelated to onboarding, but it could apply here.
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And I saw it at a board of directors meeting, and it said uh this was maybe a board where I was, we were preparing for strategic planning and we had a consultant come in to help us out.
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And one of the lead-ins were a year from now, if a headline was being written about our work, what would you want the headline to say?
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So we said all these favorable things, and then so she said, so what are the things you would have to do from now until next year to garner these kind of headlines?
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The same thing is true.
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What do you want the new hire to say at the end of three months working for your organization?
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What's the feeling?
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And then you can curate an experience around those feelings.
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Working backwards.
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Yes.
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Yes.
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I think that I could say what feelings that I want our new employees to have, but I certainly we certainly do not put that or purposely put that as part of our program.
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Yeah.
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Most people don't.
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Yes.
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Yeah.
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Many people say that orientation, as you're saying, is like day one.
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How do you prepare and how do you like complete an average?
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So they say average of 54 onboarding tasks that are built in within an onboarding program.
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How do you see them instead of as part of a long journey that shapes engagement and retention?
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Yeah.
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So this is the biggest myth I want to wanna kind of talk about and bring to the light.
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Orientation is an event on the onboarding journey.
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It's the first stop on the onboarding journey.
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It's not the journey.
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Why am I saying that?
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Because so many people put all of their eggs in the orientation basket.
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A good day one experience, a good week one experience.
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And we're shocked.
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And you talked about this, Maria, in your introduction.
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We're shocked when a new hire falls out of the honeymoon phase too soon.
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Honeymoon phase should last 90 days.
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Why do they drop out so soon?
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And drop out doesn't necessarily mean quit.
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They become disengaged, they're not as enthused, they seem to sour very quickly, and and we're shocked.
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And it's it's really because of onboarding.
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You gave them a good day one, but no one was prepared for days two through, continuous.
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And that's just it.
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Onboarding does end, but there should still be some sort of continuous development.
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So I think if people made a distinction first, onboarding is the long game, onboarding is the journey.
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And if they understood that I am not going to get 100% productivity out of this new hire for at least three months, it will stop them from trying to rush to get them up to speed.
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And I often advise my clients is that if you put yourself, if you put your new hire on a 30, 60, 90 day plan, you should up the ante in every 30-day increment.
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So what are some light, slowly get them acclimated things in their first 30 days that might be a tour, shadowing, meeting all the players, learning the quiet norms that we don't talk about out loud, and then the standard norms.
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Okay.
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And then maybe they're just shadowing, maybe they're doing routine things.
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For my second set of 30, I'm gonna up the ante a little bit.
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And now I actually want them doing all the things I just trained them on.
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And around my third set of 30, they are leading and I'm observing and just giving feedback.
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And maybe by day 91, they can fly solo for a while before it's time to just naturally train them again.
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But I'm not necessarily onboarding men.
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This is just their natural training.
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So I I think I want to help leaders alleviate themselves from rushing to give them everything during orientation.
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If you want them engaged and you want to retain them for the life of that retaining that employee, spread it out and cut it out.
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Spread it out by cutting out.
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Yes, and cut out.
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We have in our employee handbook that every employee is on a trial period.
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And we call it kind of an orientation for them to see is TTA the right fit for them and are they the right fit for TTA?
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We did have the 90 days and we actually changed it to 90 to 180 days, so three to six months.
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And the reason why we did that is because of certain positions.
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We feel like so for a position like say marketing, we feel that we're able to really get a good idea of how the person is going to work out by doing what the steps that you gave, like the 30, just kind of going over, okay, this is the marketing team, this is what we are doing, having them observe, having them start participating in meetings, and then starting to give them tasks, um, little tasks here and there, and kind of build that up.
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So usually by 90 days, we have a failing whether they're going to do well or not.
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It's interesting though, some of our other positions, such as business development or sales, that's where sometimes we we might take a longer time to see how that person is doing.
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And not that necessarily our business is extremely complicated, but you know, in learning and development, we get involved in so many different areas and every day, every conversation is so different that we felt that by just only having the orientation for just three months, it was n it was not long enough.
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We did not have a good chance for both of us to be able to see we needed to spend more time on that onboarding.
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Yeah.
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More than the three months, going up to six months to to look to see whether again, it's I'm looking at it probably more from like, is it is it a good fit on both sides?
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I love that.
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And you don't see often a lot of mercy in sales positions because they want you to produce so quickly.
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Show me what you got very early on, but we're not necessarily telling them how to sell the TTA way.
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What is our sales philosophy?
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What's in your kit, so to speak, or their one-pages, or their scripts, or how do you respond to common rejections?
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And and you would you might say, well, they should come preloaded with that.
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Yeah, they might have sales experience, but they don't know how to sell our way according to our value.
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So kudos to you all for recognizing 90 days was just the tip of the iceberg.
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You needed to stretch it out a little bit more to see really.
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And I love that you keep saying mutual fit.
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I love that because we tend to think new hires are at our mercy, but you need them too.
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And they're interviewing you too.
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And I think in the interview process, we all kind of overpromise under deliver.
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The employee is saying things like they're coachable, they're teachable, and and I I don't mind being corrected.
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First day on the job, you correct them, and they're don't talk to me like that.
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But the employer is also this promising too.
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We're a family, I'm flexible, we're easy going, open door policy, and you can't find your leader in week one.
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So I love that you keep emphasizing how mutual it has to be.
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Thank you for that.
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Yes.
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It's a huge part of I think a culture too, right?
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Is is that like we we've learned and evolved based on how our company has learned and evolved, and like what what is a good two-way street, right?
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So to speak, because it is that dual the dual fit.
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And it is, I think, the harder thing to teach, right?
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Like, like, because it it's how do I explain this?
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It's like it's learned, but it's it's I don't know that it's like it's like something that you sit down and like teach classroom style.
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It's like exposure therapy almost.
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It's like it's like that's like the best comparison that I can think of for like adapting and learning culture, is like not not being thrown into it, but like oh, here's this little piece of it, and oh, here's a little bit more.
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And the those little things like we want to know just as much from you if this is a good fit, is opening those doors.
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And so, like again, I want to transition into me that part of it, that strategy piece is the cultural alignment and how based on how difficult it is to teach, if we're looking at these periods of onboarding, where what strategies within that period have you seen that actually help culture be taught and learned?
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And then how does it and then it sticks with the new hires as well?
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I kind of went all over the place, but I'm it's how do you teach it?
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How does it stick?
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And then how do you guarantee that it's it's learned at the same time since it is just one of those harder things to get a grip on?
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This question is pure gold right here.
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If I was the producer, I would do right there.
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I want it right now.
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No threatened, ready, it's coming.
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It's coming.
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I love it.
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Okay, I've seen this done well once, and I've bragged about it ever since.
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I think during orientation, if you want culture to stick, you start off by introducing to new hires what we call your MVV, your mission, vision, values.
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It has to be a part of day one.
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And I and I and I want companies to spend time there.
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If there's an origin story that's unique to your organization, tell the origin story.
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Talk to them a little bit about what the values look like in action.
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Now that's going to be key to my second part of your question, Jocelyn, which is really great.
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So in in one company, we called it mission in motion.
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If you're living out the mission, it should look like this.
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If you are, if you are aligned to our values, it should look like this.
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And then give them what I call green flags, red flags.
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If you're doing it, we would see these kind of behaviors, this kind of way of thinking.
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If you're not doing it, you're gonna stand out.
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I know a culture is really great when the jerks stand out.
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When, and someone told me this just today at my advisory board meeting from my company.
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She says, We've been working on our culture so much that there's this, there's this employee from a while back that did not fit and they felt so uncomfortable.
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And I love that because you're gonna feel uncomfortable in an environment that's healthy when you're toxic.
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And and in this healthcare system where I worked, that was true.
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They introduced the mission, vision, values.
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They told us the origin story, they told us what the mission looks like in motion in our community.
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So they told us where they were putting out dollars and helping those most in need because that was important to them.
00:17:28.240 --> 00:17:33.680
At the same hospital, they said, okay, let's say one of their values were mercy.
00:17:34.160 --> 00:17:45.519
They said if a patient comes in the emergency room department and they vote differently than you, believe differently than you, or don't believe at all, maybe they smell bad because they live on the street, you better roll out the red carpet for them.
00:17:45.680 --> 00:17:47.759
They told us that on day one.
00:17:48.000 --> 00:17:51.920
Now, to answer the second part of your question, Jocelyn, how do you make it stick?
00:17:52.160 --> 00:17:56.960
You have to model it and hold people accountable to living out your values.
00:17:57.119 --> 00:18:07.200
So if I said accountability was one of our values at TTA and Maria struggled with ownership, who's going to talk to her about, hey, you're kind of misaligned with this value of accountability here?
00:18:07.359 --> 00:18:17.920
But if we let it slide, we don't mention it, we leave it up to just the manager, the, the, the direct manager, even though Jocelyn, you may see it, and maybe I'm the direct manager.
00:18:18.000 --> 00:18:26.000
Come pull me off to the side and say, hey, I saw Maria earlier, and we were in this meeting, and she just, everybody was falling on their sword, but she refused to.
00:18:26.079 --> 00:18:27.119
She said nothing was wrong.
00:18:27.279 --> 00:18:28.720
She didn't take any accountability.
00:18:28.880 --> 00:18:31.759
Just warning if you can have a conversation with her about that.
00:18:31.920 --> 00:18:35.200
And if I do my job, that's me making sure it sticks.
00:18:35.279 --> 00:18:40.960
I have to call it out and say, hey, I I know you're only on day 60, but I need to bring up something that happened in the meeting.
00:18:41.119 --> 00:18:44.880
Talk to me about this exchange you had when everybody was falling on their sword.
00:18:45.039 --> 00:18:52.640
So it's having those kind of conversations and it's also rewarding people who are modeling the values and the mission very well.
00:18:52.960 --> 00:18:55.519
That's what's going to be binding for culture.
00:18:55.920 --> 00:18:58.000
I love mission and motion.
00:18:58.400 --> 00:19:00.319
I love that.
00:19:00.960 --> 00:19:09.839
What a simple way of observing it and kind and putting it into a statement of what it what makes it actionable.
00:19:09.920 --> 00:19:11.680
I think that is Chef's kiss.
00:19:12.160 --> 00:19:13.599
I love that statement.
00:19:14.079 --> 00:19:15.839
I love what you were saying about.
00:19:16.000 --> 00:19:22.319
I mean, not that it's a great thing, but when you do have a toxic person and a positive culture that they stand out.
00:19:22.480 --> 00:19:36.160
And I must say, and I probably talked about this last time, that has always been one of the most important things to me, and probably the most important things I've learned in 31 and a half years of business of how important culture is and how it's non-negotiable.
00:19:36.720 --> 00:19:39.279
Because we've had people, we've had high performers.
00:19:39.519 --> 00:19:46.640
I know I've talked about that a lot, that they they might have been high performers, but they were were not a good fit for the culture.
00:19:46.799 --> 00:19:50.000
They were not good team players, they did not work well with other people.
00:19:50.799 --> 00:19:53.039
So it it is truly non-negotiable.
00:19:53.839 --> 00:19:58.000
And that's and that's hard sometimes to find out in the hiring process, right?
00:19:58.160 --> 00:20:05.359
So that's where after maybe 30, 60, 90 days, you you can see it quicker than ever.
00:20:05.440 --> 00:20:25.519
And again, like if you do have such a positive culture of people working so hard and working together like so well and really wanting the best of other employees, then it just it does not do well for an organization because what what we talk about a lot too is I believe everybody has good intentions.
00:20:25.680 --> 00:20:29.119
Like, and I believe that we've hired everybody that has had good intentions.
00:20:29.200 --> 00:20:32.240
And if people have good intentions, then we should be able to work things out.
00:20:32.960 --> 00:20:34.640
If not, then it's a whole nother story.
00:20:35.119 --> 00:20:38.720
But if they do, then we have to figure out how we can see eye to eye.
00:20:38.880 --> 00:20:42.160
Because of course we we are people, we have stress.
00:20:42.319 --> 00:20:48.000
Thankfully, that we we try to laugh and alleviate a lot of stress here, not take ourselves so seriously.
00:20:48.640 --> 00:20:52.960
We do hear laughing a lot here, because that that is a very important part of our culture.
00:20:53.519 --> 00:20:58.640
But it it yes, it's it it is such such an important thing.
00:20:59.119 --> 00:21:13.759
My sister is a psychologist, and we were actually speaking over the weekend, and she was telling me about how so many of her patients go in and they just have just such horrible toxic work cultures.
00:21:14.079 --> 00:21:24.160
And it's it's interesting because I always feel like, oh, that that must be like so 10 years ago, like how would a company still have such toxic work cultures like nowadays?
00:21:24.559 --> 00:21:28.160
But it I guess it does exist a lot out there.
00:21:28.480 --> 00:21:28.960
Oh yeah.
00:21:29.200 --> 00:21:38.640
So I just life is too short, and how that affects people, obviously, emotionally, they start developing anxiety, depression.
00:21:38.720 --> 00:21:42.480
I mean, it's just as it just it permeates everywhere.
00:21:42.559 --> 00:21:43.519
So it does.
00:21:43.839 --> 00:21:44.240
Absolutely.
00:21:44.799 --> 00:21:47.599
I never yes, absolutely everything.
00:21:47.839 --> 00:21:51.279
So people not getting their work done properly, not working well together.
00:21:51.359 --> 00:21:58.640
So yeah, so yes, so culture again is culture, onboarding, it's all kind of hand in hand, but I love this.
00:21:59.200 --> 00:22:03.440
Yeah, I I I want to commend everything that you were saying.
00:22:03.519 --> 00:22:05.680
It was so hard for me to sit on my hands on this one.
00:22:05.759 --> 00:22:08.880
I was a man in so much because it's so good.
00:22:09.119 --> 00:22:15.119
You cannot call an employee good if you are only looking at performance or behavior.
00:22:15.279 --> 00:22:18.000
You have to look at performance and behavior.
00:22:18.160 --> 00:22:29.359
I've even been doing a lot of presentations about employee retention, but using the nine box model, which is traditionally a succession planning tool, but I've been calling it the nine box model remix.
00:22:29.519 --> 00:22:36.000
Because if you Google nine box model, it's looking at potential on the y-axis, performance on the x-axis.
00:22:36.240 --> 00:22:40.319
My remix is looking at behavior on the Y, performance on the X.
00:22:40.559 --> 00:22:44.640
And just looking at all these intervals of these boxes and how it's problematic.
00:22:44.799 --> 00:22:52.000
And what you've just described, Maria, is the talented but difficult employee, high performer, horrible attitude.
00:22:52.160 --> 00:22:58.880
And we keep them around because they're the only ones who can insert the thing, run the machine, deal with that I rate client.
00:22:59.039 --> 00:23:00.319
They've been here 30 years.
00:23:00.480 --> 00:23:04.640
And the quick solve with this, cross-train other people.
00:23:04.960 --> 00:23:09.039
Because you know who else knows they're the only one who can do the thing and that you need them.
00:23:09.279 --> 00:23:09.839
They know it.
00:23:10.640 --> 00:23:14.640
And and likewise, the opposite person is problematic too.
00:23:14.960 --> 00:23:17.680
The high behavior low performer.
00:23:17.839 --> 00:23:21.279
You struggle to discipline this person too because we like them.
00:23:21.680 --> 00:23:25.839
She's so nice, she's so she's willing, she's so interested.
00:23:25.920 --> 00:23:29.359
She does sloppy work, she misses deadlines, she's confused all the time.
00:23:29.519 --> 00:23:32.400
You have to teach and teach and reteach, and she just doesn't get it.
00:23:32.559 --> 00:23:33.599
Ask me how I know.
00:23:33.839 --> 00:23:35.359
It's it's a problem.
00:23:35.519 --> 00:23:37.359
So I love everything that you're saying.
00:23:37.519 --> 00:23:45.200
It's no longer that, because if I don't address your bad behavior, I am saying consciously, we value performance over behavior.
00:23:45.519 --> 00:23:47.519
And a culture can't survive that way.
00:23:47.599 --> 00:23:49.359
It can't be either or.
00:23:49.519 --> 00:23:50.319
It's both.
00:23:50.880 --> 00:23:51.279
Yes.
00:23:51.759 --> 00:24:05.200
And I must say, I think in a fairly recent situation, we actually worked longer with somebody because of a better behavior than other things.
00:24:05.359 --> 00:24:09.359
You you feel like they they must have it in them to be able to learn.
00:24:09.440 --> 00:24:15.680
And it's it's not again, it's like we were talking about it's not that anybody did anything wrong, it just it wasn't the right fit.
00:24:16.799 --> 00:24:23.920
I feel like those are that one is so much harder to identify to, though.
00:24:24.160 --> 00:24:36.160
Like I think it's gotten a lot easier for people who are just like really just not decent people to work with, that it's it's easy to be like this is this is not worth it.
00:24:36.559 --> 00:24:37.119
You know what I mean?
00:24:37.279 --> 00:24:37.440
Yes.
00:24:37.759 --> 00:24:50.799
But then the other side where you're like, this could be so worth it because this person is awesome if I just give them a little more, that it's so hard to let go of that because they are what the other person wasn't, right?
00:24:50.960 --> 00:24:53.039
Especially if they become in tandem.
00:24:53.279 --> 00:24:58.559
I think that's that is a that's a human thing that's very hard to let go of.
00:24:58.720 --> 00:24:59.200
I know.
00:24:59.440 --> 00:25:02.319
And here's what what we'll do as humans too.
00:25:02.559 --> 00:25:05.839
We're scared of the low behavior high performer.
00:25:06.000 --> 00:25:08.799
Most people fear this person because they have low behavior.
00:25:08.960 --> 00:25:10.400
This is not sometimes bad.
00:25:10.559 --> 00:25:13.839
They're consistently problematic, hard to collaborate with.
00:25:14.000 --> 00:25:17.920
Maybe they are not the say good morning, say good afternoon kind of people.
00:25:18.160 --> 00:25:19.599
They are just difficult.
00:25:19.759 --> 00:25:21.920
And but they're so talented and so smart.
00:25:22.079 --> 00:25:24.319
They might know more than you do, they have more tenure.
00:25:24.480 --> 00:25:25.119
We fear them.
00:25:25.200 --> 00:25:28.160
We fear that they're gonna leave and leave us in a in a lurch.
00:25:28.319 --> 00:25:30.960
But then the opposite person, we don't want to hurt their feelings.
00:25:31.039 --> 00:25:36.720
But just remember this the number one group of people complaining about both are your high performers.
00:25:36.799 --> 00:25:40.640
And low performers don't look for other jobs, high performers do.
00:25:40.880 --> 00:25:44.000
High performers talk, they complain, they have issues.
00:25:44.160 --> 00:25:50.559
And after a while, they're gonna say, wait, how are we all getting either the same or similar pay, same or similar perks?
00:25:50.640 --> 00:25:51.599
And I'm killing it.
00:25:51.680 --> 00:25:53.039
I go above and beyond.
00:25:53.200 --> 00:26:22.079
And what we accidentally do with high performers, we reward, we reward them with more work because they're old faithful, they're old reliable, they're old dependable, and you underdevelop your low behavior, low performing people because your high performers are carrying everything that you need until one of them quits and you're in a bind, and now you have no more rock stars on the team because you put all your eggs in those two people who you burnt to a crisp by just simply not elevating the rest of the team.
00:26:22.400 --> 00:26:31.680
How do you think that the like the onboarding handoff affects the clarity and the engagement of onboarding?
00:26:31.759 --> 00:26:48.319
Because I mean you hear sometimes too that these cross like interdepartmental collaboration for hiring is the especially if you have a recruiting department, is huge because those messages, like there is a messenger involved in that, along with the collaboration and a lot of moving pieces.
00:26:48.559 --> 00:26:54.079
So is there a because onboarding can be something that's very, very overwhelming.
00:26:54.400 --> 00:27:08.400
Do you think that there is a process or things that you've seen regarding that handoff from recruiting to the hiring manager of that new hire that is affecting engagement?
00:27:08.480 --> 00:27:11.759
And how do you change that without it affecting the drive of the business?
00:27:11.920 --> 00:27:14.559
Because obviously you hired that person for a reason, right?
00:27:14.640 --> 00:27:17.519
So how do you keep the how do you keep it moving?
00:27:17.839 --> 00:27:24.160
Well, one, there needs to be a process, there needs to be an intentional, documented handoff process.
00:27:24.400 --> 00:27:29.519
So, what we're calling onboarding at the recruitment phase is not onboarding, that's pre-boarding.
00:27:29.680 --> 00:27:32.240
So, recruiters have nothing to do with onboarding.
00:27:32.319 --> 00:27:35.440
They acquire the talent, somebody needs to develop the talent.
00:27:35.599 --> 00:27:41.440
And so when I think about my time in in-house roles, recruiters would recruit on day one orientation.
00:27:41.599 --> 00:27:42.640
The recruiter's job is done.
00:27:42.720 --> 00:27:44.720
They got to get back out there and source for candidates.
00:27:44.799 --> 00:27:47.759
They got to get back out there and start this cycle all over again.
00:27:47.920 --> 00:27:52.000
So the first handoff is from the recruiter to whoever your developer is.
00:27:52.160 --> 00:27:56.799
And that developer is typically somebody in a general role, like human resources.
00:27:56.960 --> 00:28:03.359
They're gonna do a generalized orientation for multiple positions, multiple departments, all the same orientation.
00:28:03.440 --> 00:28:05.680
So they all can hear the same information.
00:28:05.839 --> 00:28:13.200
That's why mission, vision, values, company history, how you clock in, here's your name, badge, security, cybersecurity, all the things.
00:28:13.440 --> 00:28:17.759
And then this is where Jocelyn, I've seen it fail almost always.
00:28:18.000 --> 00:28:24.240
The developer needs to pass the baton to the hiring manager and say, hey, listen, I finished my 35%.
00:28:24.640 --> 00:28:26.960
You own more than 50% of this whole journey.
00:28:27.119 --> 00:28:31.440
Do you, department manager, have a department orientation that you can bring them through?
00:28:31.599 --> 00:28:38.000
How do they know where to put their items, like their purse or their wallets or whatever the case may be?
00:28:38.160 --> 00:28:40.079
When is lunch in your department?
00:28:40.240 --> 00:28:44.559
That sounds so silly, but these are the things that that disorients a new hire.
00:28:44.960 --> 00:28:47.680
Are there any standing meetings that that new hire needs to attend?
00:28:47.759 --> 00:28:48.799
What about uniforms?
00:28:48.960 --> 00:28:50.720
Do we do anything special on Fridays?
00:28:50.960 --> 00:28:52.960
Can you go over my job description in detail?
00:28:53.119 --> 00:28:55.920
And that's day one of my department orientation.
00:28:56.079 --> 00:29:03.680
And then, leader, I'm hoping the next day, because you're not gonna drown me out now with all the rules and blah, blah, blah, that nobody's gonna retain.
00:29:03.839 --> 00:29:09.279
But the next day, the hiring manager comes back and says, Hi, Maria, welcome back to day two in our department.
00:29:09.359 --> 00:29:11.359
We're so excited that you're still here.
00:29:11.599 --> 00:29:15.920
And let me walk you through what your next 180 days is is gonna look like.
00:29:16.079 --> 00:29:17.440
Let me introduce you to Jocelyn.
00:29:17.519 --> 00:29:18.720
She's gonna serve as your buddy.
00:29:18.799 --> 00:29:20.480
You're gonna work with her for the rest of this week.
00:29:20.640 --> 00:29:22.640
She's gonna introduce you to our learning management system.
00:29:22.720 --> 00:29:26.240
We're gonna get you to get some modules done because that's really foundational knowledge.
00:29:26.319 --> 00:29:27.359
But guess what, Maria?
00:29:27.440 --> 00:29:28.640
You won't be doing that all day.
00:29:28.799 --> 00:29:31.920
You'll work with Jocelyn in those modules until 11 a.m.
00:29:32.319 --> 00:29:38.880
And then we'll let you go on an hour break, and then you'll spend some time with me where we're gonna go over active projects we're currently working on.
00:29:39.119 --> 00:29:43.920
Imagine this kind of slow build, but everyone's passing the baton at the right time.
00:29:44.000 --> 00:29:47.039
Recruiters need to know when to let go so we can do orientation.
00:29:47.200 --> 00:29:53.759
Orientation people need to pass it to the department heads, and then they need to have both an orientation and an onboarding ready.
00:29:54.000 --> 00:29:56.799
They almost always don't have a good system ready.
00:29:56.960 --> 00:30:05.680
They might have a good first week done, but after that, they expect that this employee just functions like they like they've been there a while.
00:30:05.759 --> 00:30:08.799
And I'm thinking, Maria still just started, y'all.
00:30:09.200 --> 00:30:10.640
She's only been here three weeks.
00:30:10.720 --> 00:30:12.400
And this is how it's kind of crazy.
00:30:12.480 --> 00:30:14.880
The Iron Manager goes, three weeks, that's all?
00:30:15.119 --> 00:30:15.680
Yes.
00:30:15.920 --> 00:30:17.759
Not 30 years, three weeks.
00:30:17.920 --> 00:30:19.200
Calm, slow it down.
00:30:19.440 --> 00:30:22.400
Check in with her, ask her if anything's confusing.
00:30:22.559 --> 00:30:24.640
And then this is gonna blow your mind.
00:30:24.880 --> 00:30:29.119
If I'm onboarding Maria, there's gonna be a day where I have nothing on the schedule for her.
00:30:29.359 --> 00:30:31.839
Because let her catch her freaking breath.
00:30:32.079 --> 00:30:41.039
How about we give her nothing where she could check emails, wander around the office, go fall forward, go follow up on all the things I'm giving you as to do.
00:30:41.279 --> 00:30:44.880
You should read this policy, you should go do that, go explore the internet.
00:30:45.279 --> 00:30:49.440
When is she gonna do that if every minute is notated in the plan?
00:30:49.680 --> 00:30:53.599
So give her some breathing, some breathing time and breathing days.
00:30:53.680 --> 00:30:57.440
She'll come back recharged if you say, okay, Thursday is the last training I have with you.
00:30:57.519 --> 00:31:00.720
On Monday, we'll get back in the classroom and I'll teach you something brand new.
00:31:00.960 --> 00:31:13.440
Most departments are not that robust, and that causes issues with not only retention, but really with the onboarding journey because now you're holding me to the same standard as somebody who's been here seven years and I've only been here three weeks.
00:31:15.359 --> 00:31:16.720
Excellent information.
00:31:16.960 --> 00:31:22.240
I don't think we build enough downtime and some of our orientation programs.
00:31:23.039 --> 00:31:24.480
So most people don't.
00:31:24.640 --> 00:31:24.799
Definitely.
00:31:26.880 --> 00:31:31.039
We have three new hires actually starting in two weeks, and we're actually working on that right now.
00:31:31.279 --> 00:31:33.440
So trying to update it.
00:31:34.240 --> 00:31:36.400
Yeah, so this will definitely be beneficial.
00:31:36.720 --> 00:31:45.119
So I know we talked a little bit, I used the example about our kind of trial period orientation period extending to six months.
00:31:45.680 --> 00:31:52.480
Some companies could say that onboarding it could even take like a full year, and I certainly could say that even longer than that.
00:31:53.440 --> 00:31:56.079
Where do you like see that happening?
00:31:56.319 --> 00:32:00.559
Is it for certain levels of positions, certain tech companies?
00:32:01.440 --> 00:32:02.880
When does it go that long?
00:32:03.200 --> 00:32:04.799
And when should it stop?
00:32:05.920 --> 00:32:09.279
I think it depends on the scope of the role for sure.
00:32:09.680 --> 00:32:25.519
If this is someone whose work is not typically black and white, their day-to-day is different, they're expected to be self-starters, they are a cross-company collaborator, having to talk with people at multiple levels and multiple departments.
00:32:25.680 --> 00:32:28.640
You might want to spend much more time getting them onboarded.
00:32:28.799 --> 00:32:31.920
And Maria, what I love is you said the magic things.
00:32:32.160 --> 00:32:41.680
Traditionally, it should take a year to get 100% productivity out of a new hire because you have given them a long runway to get up to speed.
00:32:41.839 --> 00:32:47.039
But most companies think that takes too long, or they think that they can't get anything out of them under that year.
00:32:47.200 --> 00:32:53.920
They're producing, they're doing things, but there's this nice exchange of train and practice.
00:32:54.079 --> 00:32:59.519
And there's a lot of grace and mercy and train and practice, a lot of one-on-one meetings, etc.
00:32:59.920 --> 00:33:04.880
So certainly you see this, the higher level roles, the higher up you go on the org chart.
00:33:05.039 --> 00:33:15.920
But I've also seen it at the more entry-level positions if the scope is not so black and white, and they have to own kind of their book of business and create their day-to-day workflow.
00:33:16.160 --> 00:33:20.160
Most companies are going to take a little bit longer getting those roles up to speed.
00:33:20.240 --> 00:33:26.960
But I absolutely love the idea of a one-year on-boarding plan that maybe ends in some sort of celebration.
00:33:27.039 --> 00:33:28.640
And you know why that's so fitting?
00:33:28.880 --> 00:33:35.039
Most people track success with their new hires by if they can retain them over one year or more.
00:33:35.279 --> 00:33:41.759
So if your new hires are leaving under the 12-month mark, that's a red flag that I would want to investigate to figure out why.
00:33:41.920 --> 00:33:47.039
So if we're evaluating at the one month, one year mark, extend onboarding then to one year.
00:33:47.359 --> 00:33:55.039
Of course, it's something that kind of like transitioned to me into another question because retention rates are a huge measure of success.
00:33:55.200 --> 00:34:01.519
It's always talks about it, it's a key indicator, KPI, of like good leadership.
00:34:01.599 --> 00:34:06.160
I feel like people indicate that a lot as like a resume builder almost.
00:34:06.400 --> 00:34:19.760
But I will tell you, and I hear it from people that I'm recruiting all the time because they ask about it, we've all experienced it as well, that the onboarding process is a huge reason why people stay and why they stay engaged.
00:34:19.840 --> 00:34:24.320
And it it actually ties in a lot to that golden retention rate.
00:34:24.480 --> 00:34:33.599
So if we're talking about how we can make those things go hand in hand, okay, let me like give a paint a picture for you, okay?
00:34:34.159 --> 00:34:40.880
You are building a dashboard for onboarding effectiveness, okay?
00:34:41.039 --> 00:34:42.400
It's yours, Dr.
00:34:42.559 --> 00:34:42.719
Rob.
00:34:43.519 --> 00:34:50.239
What three metrics have to be on it for you to say A plus?
00:34:50.719 --> 00:34:51.599
You nailed it.
00:34:52.239 --> 00:34:52.800
All right.
00:34:53.519 --> 00:34:59.760
I'm going to go with retention checkpoints, but probably at the three, six, 12 month, 12-month mark.
00:34:59.920 --> 00:35:00.159
Okay.
00:35:01.199 --> 00:35:02.719
Oh man, only three.
00:35:03.280 --> 00:35:11.599
I'm going to say ramp up time, their time it takes to get them from new hire to like their first contribution to the team.
00:35:11.840 --> 00:35:15.440
And so the hiring manager would have to identify that answer.
00:35:15.599 --> 00:35:18.880
I know that new hire is officially acclimated when.
00:35:19.119 --> 00:35:22.079
And then it's whenever that new hire can reach that pinnacle.
00:35:22.239 --> 00:35:32.400
And then I'm torn between the third thing being either manager satisfaction with the new hire and or the new hire experience in some sort of survey.
00:35:32.639 --> 00:35:37.119
So what do they say about their the about their own onboarding journey?
00:35:37.280 --> 00:35:38.159
Was it too much?
00:35:38.320 --> 00:35:39.519
They didn't learn enough.
00:35:39.679 --> 00:35:43.119
If they knowing what they know now, what would they do differently?
00:35:43.280 --> 00:35:45.599
And so looking for some ideal remarks there.
00:35:45.679 --> 00:35:47.599
But those would be my top three.
00:35:48.800 --> 00:35:49.599
I like that.
00:35:49.679 --> 00:36:00.159
And not to give anything away, but we started doing something like that pretty recently too, where we the last thing you said where you would pick either or we kind of blended it together.
00:36:00.400 --> 00:36:09.920
So each like the manager and the the person that you're I don't want to say evaluating, but I'll say that quickly just as a for lack of a better word.
00:36:10.239 --> 00:36:12.320
Both received the same survey.
00:36:12.559 --> 00:36:18.320
But the manager is answering it on behalf like uh on behalf of the relationship with the employee.
00:36:18.480 --> 00:36:21.840
And then the employee is answering it on behalf of their own experience.
00:36:22.000 --> 00:36:26.320
So they are saying things, here's what I really enjoyed, here's what I've learned, here's what I need next.
00:36:26.480 --> 00:36:32.719
And then the manager is saying, here's what this person did really well, here's what I think they've learned, here's what I think they should do next, right?
00:36:32.800 --> 00:36:34.400
And then pairing it all together.
00:36:34.639 --> 00:36:38.960
And we did we've done it once because it's is it on a nine-month rotation, I think, Maria?
00:36:39.039 --> 00:36:39.840
Some something like that.
00:36:39.920 --> 00:36:43.360
So we've done it once so far, but I even gave feedback.
00:36:43.519 --> 00:36:45.280
I was like, this was really cool to see.
00:36:45.360 --> 00:36:46.639
It seems something very simple.
00:36:46.719 --> 00:36:56.239
It probably took us a half an hour to do, but the parallels and then also the disconnects between the answers, it's like, okay, we're on the same page.
00:36:56.480 --> 00:37:04.800
And then I also saw, wow, I think this person is so much better at something that they still think they need a lot of help with.
00:37:05.440 --> 00:37:09.519
And here's something that they want to do that I had no idea that they were interested in.
00:37:09.679 --> 00:37:12.639
It was very, very cool to say.
00:37:12.880 --> 00:37:14.079
Very cool to say.
00:37:14.400 --> 00:37:15.280
I love that.
00:37:15.360 --> 00:37:15.920
That's so good.
00:37:16.000 --> 00:37:17.519
And you're right, you can do both.
00:37:17.679 --> 00:37:22.559
I don't know why I chose it as a toss-up leader or new person.
00:37:22.719 --> 00:37:23.760
I want both.
00:37:23.920 --> 00:37:28.960
I a step for uh a step ahead of that would be the peer feedback.
00:37:29.119 --> 00:37:31.920
Oh, so maybe like a baby 360.
00:37:32.159 --> 00:37:39.760
That that one's a little dicey because the peers would have to be equipped enough, mature enough, objective enough to give some feedback.
00:37:39.920 --> 00:37:42.639
And this is not whether do you like Jocelyn or not?
00:37:43.199 --> 00:37:46.800
Is she contributing in a way that adds value to your department?
00:37:46.960 --> 00:37:49.440
And and I would put some kind of ownership on them.
00:37:49.519 --> 00:37:52.239
And how have you helped her get up to speed?
00:37:52.480 --> 00:37:55.199
Because they are part of the onboarding journey as well.
00:37:55.360 --> 00:38:01.840
So everybody listening that's a coworker, and you sometimes they'll hear episodes like this and they'll go, I'm gonna send this to my manager.
00:38:02.000 --> 00:38:03.440
No, I'm talking to you too.
00:38:03.679 --> 00:38:06.719
You are part of a new hire's onboarding journey because guess what?
00:38:06.880 --> 00:38:10.880
They can tank it for the entire for that new hire's entire experience.
00:38:11.039 --> 00:38:13.760
What if my boss is great, but the team sucks?
00:38:14.000 --> 00:38:16.639
My boss is really nice, but no one invites me to lunch.
00:38:16.800 --> 00:38:21.039
People kind of they're hazing me a little, cold shoulder, they're barely training me.
00:38:21.119 --> 00:38:23.039
Some of them are a bit jaded themselves.
00:38:23.199 --> 00:38:24.960
They could tank it for the new hire.
00:38:25.199 --> 00:38:27.760
So I would want to capture something from them too.
00:38:28.320 --> 00:38:29.760
Very good information.
00:38:30.639 --> 00:38:44.880
So if you are advising a company that's ready to completely rethink their whole onboarding program, what bold change would you recommend for them to actually incorporate and not shy away from?
00:38:45.840 --> 00:38:47.039
Oh man, that's good.
00:38:47.280 --> 00:38:48.239
Bold change.
00:38:48.480 --> 00:38:55.440
The first thing that came to my mind, and this is probably a broken record, artificial intelligence.
00:38:55.760 --> 00:38:58.639
David, this is where I need another doom, doom, doom, doom.
00:39:01.679 --> 00:39:03.679
Because we're so afraid of the bots.
00:39:03.840 --> 00:39:06.159
We're afraid of the bots replacing the human.
00:39:06.400 --> 00:39:14.000
But I I don't mean this in a competitive way, but figuring out ways that AI can help in onboarding and orientation efficiency.
00:39:14.239 --> 00:39:20.400
What is something that AI could possibly do to make your onboarding and orientation life easier, better?
00:39:20.639 --> 00:39:32.079
So most people are probably using AI in their applicant tracking system to scan and read resumes and job applications and then produce some sort of feedback about the applicant.
00:39:32.159 --> 00:39:33.840
That's AI integration.
00:39:34.000 --> 00:39:36.719
I also see it with micro learning.
00:39:36.880 --> 00:39:40.320
I would love to see more micro learning from your cell phone.
00:39:40.400 --> 00:39:49.519
And there's companies out there that's already doing that, where you can complete an entire module, if you will, via text message or maybe from an app from your phone as well.
00:39:49.840 --> 00:39:55.519
I think you're going to see more AI integration and software tools you already use, like Slack, like Teams.
00:39:55.920 --> 00:40:05.840
I don't use Teams professionally anymore, but when I was in an in-house role, I remember Teams having this feature where you could maybe click your mood for the day.
00:40:06.000 --> 00:40:10.239
And you can, like if you're in a channel with somebody, you can kind of send a mood.
00:40:11.519 --> 00:40:19.840
So you can let the smiley face do the talking for you instead of saying, I'm on a trip today mentally, please don't bother me.
00:40:20.000 --> 00:40:21.679
The smiley face can do the talking.
00:40:21.760 --> 00:40:34.400
So just figuring out what AI adoption tools are out there, or AI adoption processes are out there that could help make the onboarding and orientation journeys better for your employees.
00:40:34.719 --> 00:40:46.320
Would you say that that's the trend that's gonna be redefining onboarding like more recently, or is there something else that you think is going to kind of change the mold over the next, say, five years?
00:40:46.639 --> 00:40:48.400
I think it's gonna be more AI.
00:40:48.559 --> 00:40:54.559
I think we have to stop demonizing Chat GPT and demonizing AI and start learning it.
00:40:55.199 --> 00:40:56.159
Start embracing it.
00:40:56.320 --> 00:41:06.079
And I I reminded a group of people recently, we felt the same way about calculators, about computers, about insert anything different.
00:41:06.320 --> 00:41:09.039
I learned Microsoft PowerPoint in third grade.
00:41:09.199 --> 00:41:10.960
That doesn't make me smarter than my dad.
00:41:11.039 --> 00:41:13.920
That's just when the stork dropped me off around that time.
00:41:14.239 --> 00:41:19.119
And I learned Microsoft, and that's when everybody was using those clapping transitions.
00:41:19.280 --> 00:41:22.639
Anytime you have four slides, we overuse the applause.
00:41:22.960 --> 00:41:23.920
But now look at us.
00:41:24.000 --> 00:41:26.880
I'm using Canva exclusively for my slide decks.
00:41:27.119 --> 00:41:30.719
But there's Slido, there's um all sorts of different tools.
00:41:30.880 --> 00:41:31.119
That's right.
00:41:31.280 --> 00:41:42.159
So I I want the I think the trend is gonna be more AI adoption for little things Jocelyn, like maybe you can nudge your new hire on a text message automation system like Calendly.
00:41:42.400 --> 00:41:45.039
Somebody books a meeting with me 24 hours in advance.
00:41:45.119 --> 00:41:47.440
You get a text message that looks like it came from Dr.
00:41:47.519 --> 00:41:47.679
Rob.
00:41:48.000 --> 00:41:48.719
It didn't.
00:41:48.960 --> 00:41:50.320
It came from Calendly.
00:41:50.639 --> 00:41:52.159
So, man, how cool would that be?
00:41:52.320 --> 00:41:58.559
Now you don't have to worry about keeping a applicant warm in the middle of job offer and first day.
00:41:58.719 --> 00:42:04.559
Let the AI tools ping them, send them gifts, send them nice, friendly emails.
00:42:04.719 --> 00:42:07.039
Those things will save you a lot of time.
00:42:07.679 --> 00:42:08.239
Love that.
00:42:08.400 --> 00:42:08.880
Absolutely.
00:42:08.960 --> 00:42:09.840
We love AI.
00:42:10.079 --> 00:42:10.320
We do.
00:42:10.559 --> 00:42:13.599
And we're I mean, obviously specifically.
00:42:13.760 --> 00:42:14.000
Yeah.
00:42:14.239 --> 00:42:16.400
Like me and ChatGPT are bros.
00:42:16.559 --> 00:42:17.440
We talk all the time.
00:42:20.559 --> 00:42:21.519
No, see you get it.
00:42:21.599 --> 00:42:24.239
Like it is a little bit of a like, don't say please.
00:42:24.400 --> 00:42:25.280
You're wasting energy.
00:42:25.360 --> 00:42:28.239
And I was like, I will say please and thank you every time.
00:42:28.400 --> 00:42:30.239
I am not a disrespectful person.
00:42:30.639 --> 00:42:30.960
Okay.
00:42:32.400 --> 00:42:35.440
I'm rough on my chat GPT, but we have to.
00:42:35.599 --> 00:42:36.480
Every once in a while.
00:42:37.840 --> 00:42:40.719
I'll be like, no, I'm definitely not what I said.
00:42:41.920 --> 00:42:42.559
That is not what I said.
00:42:42.960 --> 00:42:44.079
Where did you get this from?
00:42:44.239 --> 00:42:44.559
Exactly.
00:42:45.039 --> 00:42:46.000
Not the direction I did.
00:42:46.559 --> 00:42:47.119
Or wait up.
00:42:47.199 --> 00:42:50.000
I'll say, like, what in the actual hell is this?
00:42:50.800 --> 00:42:51.519
Exactly.
00:42:51.840 --> 00:42:55.119
And then and and you're not locked in yet if you have not named your chat.
00:42:55.280 --> 00:43:00.480
So I call my computer Little C or Chatty, and I'll say, Hey Chatty, what's up?
00:43:00.559 --> 00:43:02.079
But it's like, hey girl, what's going on?
00:43:02.239 --> 00:43:04.480
I'm like, the work today.
00:43:05.840 --> 00:43:06.559
So I've loved that.
00:43:07.679 --> 00:43:10.159
Keep leaning in because chat keeps upgrading as well.
00:43:10.320 --> 00:43:12.559
Now I'm using projects within ChatGPT.
00:43:12.880 --> 00:43:14.159
And those are serving me.
00:43:14.320 --> 00:43:23.840
And now I'm dipping my toe into other AI tools like email management softwares and just different things that helps my helps me to be more efficient as an entrepreneur myself.
00:43:23.920 --> 00:43:33.519
So if you're listening to this and you are a hiring manager, you are in HR, you're in talent development, get get creative, nerd out on these AI tools.
00:43:33.679 --> 00:43:38.880
Now don't pick any of them for the soup of the day for the sake of being trendy.
00:43:39.039 --> 00:43:42.480
But what can actually add value to your new hire experience?
00:43:42.559 --> 00:43:43.679
It's not about you.
00:43:43.840 --> 00:43:49.679
What helps your new hire feel welcome, like they belong, and get up to speed quicker?
00:43:50.800 --> 00:43:52.079
So much to learn there.
00:43:52.320 --> 00:43:52.880
Mm-hmm.
00:43:53.039 --> 00:43:54.400
And changing every day.
00:43:54.639 --> 00:43:55.840
And changing every day.
00:43:56.000 --> 00:43:58.079
It's crazy how fast things move now.
00:43:58.800 --> 00:44:02.079
Speaking of needing to be Fast and how quickly things move.
00:44:02.159 --> 00:44:04.639
I mean, I am just the queen of segues today.
00:44:04.880 --> 00:44:08.639
David, I need you because it's time for the TTA 10.
00:44:11.280 --> 00:44:15.440
It's the TTA 10, 10 final questions for our guest.
00:44:18.000 --> 00:44:22.480
I'm also the queen of, well, that was a bit of a reach, Jocelyn, but I make it work.
00:44:22.639 --> 00:44:24.800
So you know the drill, Dr.
00:44:24.960 --> 00:44:25.119
Rob.
00:44:25.440 --> 00:44:26.559
You've been here before.
00:44:26.639 --> 00:44:28.000
It's the TTA 10.
00:44:28.159 --> 00:44:31.679
I have 10 new questions, I hope, you that I'm gonna ask.
00:44:31.840 --> 00:44:33.679
And if they're not new, well, guess what?
00:44:33.760 --> 00:44:35.840
You're just gonna answer them faster this time.
00:44:36.159 --> 00:44:41.519
So I want to start by asking you if you are ready for this.
00:44:41.840 --> 00:44:43.360
I am not, but I'm here.
00:44:43.679 --> 00:44:44.480
Yes, you're ready.
00:44:44.880 --> 00:44:45.280
You are ready.
00:44:45.519 --> 00:44:45.679
Please.
00:44:46.320 --> 00:44:47.360
I didn't do well last time.
00:44:47.440 --> 00:44:48.239
I but we'll see.
00:44:48.480 --> 00:44:49.440
Yes, you did.
00:44:49.760 --> 00:44:53.840
I like, you know what, to be totally honest with you, when people don't do well, they're more fun.
00:44:53.920 --> 00:44:55.519
So ride that wave, okay?
00:44:57.920 --> 00:45:00.400
David, 90 seconds, please.
00:45:00.719 --> 00:45:04.639
Put 90 seconds on the TTA 10 clock if you stay close to the microphone, Jocelyn.
00:45:04.800 --> 00:45:05.360
Please.
00:45:05.599 --> 00:45:06.000
Got it?
00:45:06.159 --> 00:45:06.480
Yes, sir.
00:45:06.800 --> 00:45:06.960
Got it?
00:45:07.119 --> 00:45:07.199
Yes.
00:45:07.360 --> 00:45:07.440
Okay.
00:45:07.679 --> 00:45:08.159
Yes, Dad.
00:45:08.880 --> 00:45:11.920
TTA 10, 90 seconds on the clock.
00:45:12.079 --> 00:45:12.880
Starting.
00:45:14.000 --> 00:45:14.639
Now.
00:45:14.960 --> 00:45:15.760
Alright, Dr.
00:45:15.840 --> 00:45:18.639
Rob, are you more of a morning person or a night owl?
00:45:18.880 --> 00:45:20.239
Both, actually.
00:45:20.480 --> 00:45:20.639
Okay.
00:45:20.800 --> 00:45:22.639
What's your favorite pizza topping?
00:45:22.960 --> 00:45:24.400
Italian sausage.
00:45:24.719 --> 00:45:28.000
What is your favorite season out of all four seasons?
00:45:28.320 --> 00:45:29.199
The fall.
00:45:29.599 --> 00:45:30.400
The fall.
00:45:30.639 --> 00:45:33.119
Are you a sneakers or a sandals person?
00:45:33.760 --> 00:45:34.639
Sneakers.
00:45:34.960 --> 00:45:35.280
Okay.
00:45:36.159 --> 00:45:39.920
If there was a fourth little pig, what would he have made his house out of?
00:45:40.239 --> 00:45:41.199
Oh gosh.
00:45:41.519 --> 00:45:42.719
Out of stone.
00:45:43.039 --> 00:45:43.519
Stone.
00:45:43.679 --> 00:45:44.800
What's your favorite color?
00:45:45.280 --> 00:45:45.840
Pink.
00:45:46.559 --> 00:45:48.559
Comedy or drama movies?
00:45:49.280 --> 00:45:49.920
Drama.
00:45:50.159 --> 00:45:51.840
Okay, and still on the movie train.
00:45:52.000 --> 00:45:55.360
And a movie night at home or cozy in bed with a book?
00:45:55.840 --> 00:45:57.280
Oh, movie night at home.
00:45:57.679 --> 00:45:58.000
Okay.
00:45:58.159 --> 00:45:59.599
What's your favorite holiday?
00:46:00.159 --> 00:46:01.920
Thanksgiving hands down.
00:46:02.480 --> 00:46:06.400
What was the strangest thing that you believed was real as a kid?
00:46:07.199 --> 00:46:08.559
Oh my goodness.
00:46:09.280 --> 00:46:09.920
Oh my goodness.
00:46:10.000 --> 00:46:11.199
I hope kids don't listen to this.
00:46:11.360 --> 00:46:12.559
Maybe the tooth fairy.
00:46:12.800 --> 00:46:13.519
The tooth fairy.
00:46:14.320 --> 00:46:16.880
Are you an early bird or more of a procrastinator?
00:46:17.199 --> 00:46:18.000
Procrastinator.
00:46:18.239 --> 00:46:19.039
Procrastinator.
00:46:19.119 --> 00:46:20.480
Alright, that was 10.
00:46:20.639 --> 00:46:23.679
It didn't really sound very procrastinatey.
00:46:24.639 --> 00:46:25.760
That's a word.
00:46:26.320 --> 00:46:30.159
So, David, can we get a verdict?
00:46:30.639 --> 00:46:34.000
Let's make sure all the L and D kids aren't listening, though.
00:46:35.119 --> 00:46:39.119
With a time of 81 seconds, Dr.
00:46:39.280 --> 00:46:42.239
Robb once again is a winner.
00:46:43.920 --> 00:46:44.559
Fantastic.
00:46:49.760 --> 00:46:51.360
I would like to thank the Academy.
00:46:52.320 --> 00:46:53.920
Extremely precise.
00:46:54.320 --> 00:46:59.599
Well, it's it's appropriate that you're thanking the Academy, Dr.
00:46:59.760 --> 00:47:03.760
Robb, because you may not know, but you're about to star in a major motion picture.
00:47:03.920 --> 00:47:06.400
We have a little bit of the trailer here for you to listen.
00:47:11.280 --> 00:47:17.679
In a world where companies are lost in the fog of dysfunction, one woman had the clarity to bring the order.
00:47:20.480 --> 00:47:23.119
She's a certified force of nature.
00:47:24.320 --> 00:47:34.239
With over 500 courses taught, 50 stages rocked, and countless minds transformed, she doesn't just inspire change, she implements it.
00:47:35.840 --> 00:47:38.480
For the strategist, the starring Dr.
00:47:38.559 --> 00:47:39.840
Michelle Robert on.
00:47:41.119 --> 00:47:45.039
From confusion to clarity, one or chart at a time.
00:47:49.119 --> 00:47:50.960
It's coming soon to a border.
00:47:52.559 --> 00:47:53.840
There you go.
00:47:54.800 --> 00:47:56.320
Coming soon to a border.
00:47:58.880 --> 00:48:00.639
This is gonna sound counterproductive.
00:48:00.800 --> 00:48:02.800
Artificial intelligence must be stopped.
00:48:06.559 --> 00:48:07.599
It's wild.
00:48:08.079 --> 00:48:09.440
That was awesome.
00:48:10.719 --> 00:48:11.679
Glad you like it.
00:48:12.000 --> 00:48:14.239
David, I still sing my other song in my head.
00:48:14.480 --> 00:48:15.440
Oh, cool.
00:48:16.079 --> 00:48:16.400
Dr.
00:48:16.559 --> 00:48:17.679
Bill called Dr.
00:48:17.840 --> 00:48:18.320
Robin.
00:48:18.559 --> 00:48:19.039
That's right.
00:48:26.000 --> 00:48:28.880
Oh my god, I was all coming back to me.
00:48:29.039 --> 00:48:29.440
The Dr.
00:48:29.599 --> 00:48:30.159
Phil, Dr.
00:48:30.320 --> 00:48:30.719
Robin.
00:48:30.960 --> 00:48:35.039
That was so and then it says call a butter because she's on a roll.
00:48:36.559 --> 00:48:37.119
She's on a butter.
00:48:37.280 --> 00:48:37.920
She's on a roll.
00:48:38.320 --> 00:48:38.880
Fantastic.
00:48:39.039 --> 00:48:42.000
We're actually gonna put those on our YouTube channel.
00:48:42.400 --> 00:48:43.119
So that's one thing.
00:48:43.199 --> 00:48:51.920
Our new marketing person, we're gonna we're just gonna cut to like the 10, the top 10 with the outro tribute and do that.
00:48:52.000 --> 00:48:52.239
Yeah.
00:48:52.320 --> 00:48:54.400
So we'll have that there, yes.
00:48:54.960 --> 00:48:56.320
These 10 questions were really great.
00:48:56.400 --> 00:49:00.320
I feel like last time they were more of a if you mix two colors together, what do you get?
00:49:00.400 --> 00:49:01.119
And I'm like, ha.
00:49:03.119 --> 00:49:04.880
I never passed this lesson ever.
00:49:05.360 --> 00:49:05.599
I know.
00:49:05.760 --> 00:49:10.639
Well, the best when she tells our guests that it's gonna be math questions every single time.
00:49:10.719 --> 00:49:14.320
The expression on people's faces are always like, I would be two.
00:49:14.639 --> 00:49:16.960
And they're usually two plus two or something.
00:49:17.199 --> 00:49:17.519
Easy.
00:49:17.840 --> 00:49:18.000
Right.
00:49:18.239 --> 00:49:21.360
I usually go simple math, and then I'll be like, Marie, can you give an example?
00:49:21.519 --> 00:49:28.239
She's like, Yeah, 47 divided by eight plus two is squared by you're like solve.
00:49:28.880 --> 00:49:29.519
Yeah, exactly.
00:49:30.480 --> 00:49:31.440
Solve for C.
00:49:32.800 --> 00:49:33.679
Exactly.
00:49:33.920 --> 00:49:35.760
Well, thank you so much once again.
00:49:36.000 --> 00:49:39.679
Absolutely wonderful information on such an important topic.
00:49:40.079 --> 00:49:40.960
Thank you so much.
00:49:41.119 --> 00:49:42.880
Thank you all so much for having me.
00:49:43.039 --> 00:49:46.960
It always feels very natural and relaxed to chat with all of you.
00:49:47.039 --> 00:49:48.400
So thank you so much.
00:49:50.800 --> 00:49:55.840
For more information on onboarding and orientation strategies and working with Dr.
00:49:56.000 --> 00:49:59.519
Robb, visit us at the Training Associates.com.
00:49:59.679 --> 00:50:01.360
We'll see you later.