Pełna transkrypcja odcinka Setting the Stage for Success: Onboarding and Orientation Strategies

that people definitely want more out of it because these episodes do hold a lot of weight. 00:04:29.920 --> 00:04:31.040 They tend to be very popular. 00:04:31.199 --> 00:04:35.519 So we know people are inquiring about how do we not make this a checklist? 00:04:36.000 --> 00:04:37.040 Just we're doing it. 00:04:37.120 --> 00:04:38.639 Here's a form, here's a policy. 00:04:38.720 --> 00:04:43.120 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? 00:04:43.439 --> 00:04:46.800 When you think about orientation of a part of that first step, right? 00:04:46.959 --> 00:04:51.040 Getting people acclimated and giving them that tour, so to speak. 00:04:51.199 --> 00:04:55.439 What does transformational onboarding and orientation really look like? 00:04:55.600 --> 00:05:00.079 What, like how is that experience developed and what are the feelings that come with it? 00:05:00.399 --> 00:05:03.920 You have no idea how well you set me up in that last sentence. 00:05:04.240 --> 00:05:07.519 Because it should start with a feeling. 00:05:07.920 --> 00:05:13.120 And I would have rejected that sentence, I don't know, six years ago. 00:05:13.199 --> 00:05:17.360 I would have said, please, I don't want to talk about emotions and feelings. 00:05:17.920 --> 00:05:19.600 I would have wanted the checklist, Jocelyn. 00:05:19.759 --> 00:05:25.120 I would have said, What do I do pre-orientation, during orientation, post-orientation? 00:05:25.279 --> 00:05:32.800 But I learned from a leader in healthcare who I reported to some years ago, and everything was about a feeling. 00:05:32.959 --> 00:05:35.680 And and y'all, I mean everything. 00:05:36.079 --> 00:05:41.680 If we plan for all of our systems leaders to get together, she would start with, what's the feeling? 00:05:41.839 --> 00:05:42.800 What's the feeling? 00:05:42.959 --> 00:05:44.480 I used to hate hearing that word. 00:05:44.720 --> 00:05:46.319 What's the feeling? 00:05:46.560 --> 00:05:52.240 And I read our I used to kind of reject, reject it mentally, like, okay, let's get on with the to-do list. 00:05:52.480 --> 00:05:54.959 And then I saw it as a cheat code. 00:05:55.120 --> 00:06:07.600 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? 00:06:07.839 --> 00:06:09.279 And I was like, oh, this is great. 00:06:09.360 --> 00:06:15.199 This is why we put all the bells and whistles on a learning experience or an orientation experience. 00:06:15.360 --> 00:06:19.680 So a transformational onboarding and orientation begins with a feeling. 00:06:19.839 --> 00:06:25.120 You should ask yourself, what do I want my new hire to leave this event? 00:06:25.279 --> 00:06:29.279 And we'll talk about that because orientation is just that, the event. 00:06:29.519 --> 00:06:32.480 I want them to leave day one thinking what, feeling what? 00:06:32.720 --> 00:06:34.879 Week one, thinking what, feeling what. 00:06:35.040 --> 00:06:41.120 But a good leader is going to then say, at the end of 90 days, what do I want them to say? 00:06:41.279 --> 00:06:43.199 And I saw this really cool activity once. 00:06:43.279 --> 00:06:46.399 It's unrelated to onboarding, but it could apply here. 00:06:46.639 --> 00:06:57.839 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. 00:06:57.920 --> 00:07:07.360 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? 00:07:07.600 --> 00:07:15.759 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? 00:07:15.920 --> 00:07:16.959 The same thing is true. 00:07:17.120 --> 00:07:21.680 What do you want the new hire to say at the end of three months working for your organization? 00:07:21.839 --> 00:07:22.800 What's the feeling? 00:07:22.959 --> 00:07:26.560 And then you can curate an experience around those feelings. 00:07:27.040 --> 00:07:28.399 Working backwards. 00:07:28.639 --> 00:07:29.120 Yes. 00:07:29.279 --> 00:07:29.600 Yes. 00:07:29.839 --> 00:07:43.199 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. 00:07:43.759 --> 00:07:43.920 Yeah. 00:07:44.480 --> 00:07:45.120 Most people don't. 00:07:45.920 --> 00:07:46.160 Yes. 00:07:46.639 --> 00:07:46.800 Yeah. 00:07:47.519 --> 00:07:51.040 Many people say that orientation, as you're saying, is like day one. 00:07:51.519 --> 00:07:55.040 How do you prepare and how do you like complete an average? 00:07:55.279 --> 00:08:02.560 So they say average of 54 onboarding tasks that are built in within an onboarding program. 00:08:03.279 --> 00:08:08.720 How do you see them instead of as part of a long journey that shapes engagement and retention? 00:08:09.279 --> 00:08:09.759 Yeah. 00:08:10.079 --> 00:08:15.040 So this is the biggest myth I want to wanna kind of talk about and bring to the light. 00:08:15.360 --> 00:08:19.600 Orientation is an event on the onboarding journey. 00:08:19.839 --> 00:08:22.560 It's the first stop on the onboarding journey. 00:08:22.639 --> 00:08:23.759 It's not the journey. 00:08:23.920 --> 00:08:25.040 Why am I saying that? 00:08:25.199 --> 00:08:28.720 Because so many people put all of their eggs in the orientation basket. 00:08:28.959 --> 00:08:32.559 A good day one experience, a good week one experience. 00:08:32.879 --> 00:08:34.159 And we're shocked. 00:08:34.240 --> 00:08:37.360 And you talked about this, Maria, in your introduction. 00:08:37.600 --> 00:08:42.000 We're shocked when a new hire falls

out of the honeymoon phase too soon. 00:08:42.240 --> 00:08:44.320 Honeymoon phase should last 90 days. 00:08:44.480 --> 00:08:46.000 Why do they drop out so soon? 00:08:46.080 --> 00:08:48.320 And drop out doesn't necessarily mean quit. 00:08:48.720 --> 00:08:56.960 They become disengaged, they're not as enthused, they seem to sour very quickly, and and we're shocked. 00:08:57.120 --> 00:08:59.200 And it's it's really because of onboarding. 00:08:59.279 --> 00:09:04.559 You gave them a good day one, but no one was prepared for days two through, continuous. 00:09:04.879 --> 00:09:05.679 And that's just it. 00:09:06.320 --> 00:09:10.879 Onboarding does end, but there should still be some sort of continuous development. 00:09:11.120 --> 00:09:16.559 So I think if people made a distinction first, onboarding is the long game, onboarding is the journey. 00:09:16.799 --> 00:09:28.799 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. 00:09:28.960 --> 00:09:39.279 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. 00:09:39.440 --> 00:09:54.960 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. 00:09:55.200 --> 00:09:55.440 Okay. 00:09:55.600 --> 00:09:58.960 And then maybe they're just shadowing, maybe they're doing routine things. 00:09:59.200 --> 00:10:02.639 For my second set of 30, I'm gonna up the ante a little bit. 00:10:02.720 --> 00:10:06.159 And now I actually want them doing all the things I just trained them on. 00:10:06.320 --> 00:10:12.080 And around my third set of 30, they are leading and I'm observing and just giving feedback. 00:10:12.240 --> 00:10:17.679 And maybe by day 91, they can fly solo for a while before it's time to just naturally train them again. 00:10:17.840 --> 00:10:19.679 But I'm not necessarily onboarding men. 00:10:19.759 --> 00:10:21.360 This is just their natural training. 00:10:21.519 --> 00:10:28.559 So I I think I want to help leaders alleviate themselves from rushing to give them everything during orientation. 00:10:28.720 --> 00:10:36.960 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. 00:10:37.600 --> 00:10:38.720 Spread it out by cutting out. 00:10:39.039 --> 00:10:39.840 Yes, and cut out. 00:10:40.080 --> 00:10:46.240 We have in our employee handbook that every employee is on a trial period. 00:10:46.480 --> 00:10:55.120 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? 00:10:55.360 --> 00:11:03.600 We did have the 90 days and we actually changed it to 90

to 180 days, so three to six months. 00:11:04.000 --> 00:11:08.080 And the reason why we did that is because of certain positions. 00:11:08.879 --> 00:11:39.679 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. 00:11:40.080 --> 00:11:45.440 So usually by 90 days, we have a failing whether they're going to do well or not. 00:11:46.000 --> 00:11:59.440 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. 00:12:00.480 --> 00:12:23.600 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. 00:12:23.759 --> 00:12:31.360 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. 00:12:31.759 --> 00:12:32.080 Yeah. 00:12:32.240 --> 00:12:42.159 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? 00:12:43.279 --> 00:12:44.159 I love that. 00:12:44.320 --> 00:12:51.120 And you don't see often a lot of mercy in sales positions because they want you to produce so quickly. 00:12:51.279 --> 00:12:57.360 Show me what you got very early on, but we're not necessarily telling them how to sell the TTA way. 00:12:57.519 --> 00:12:59.519 What is our sales philosophy? 00:12:59.759 --> 00:13:06.639 What's in your kit, so to speak, or their one-pages, or their scripts, or how do you respond to common rejections? 00:13:06.799 --> 00:13:09.679 And and you would you might say, well, they should come preloaded with that. 00:13:09.759 --> 00:13:14.799 Yeah, they might have sales experience, but they don't know how to sell our way according to our value. 00:13:14.960 --> 00:13:19.440 So kudos to you all for recognizing 90 days was just the tip of the iceberg. 00:13:19.679 --> 00:13:22.320 You needed to stretch it out a little bit more to see really. 00:13:22.399 --> 00:13:25.679 And I love that you keep saying mutual fit. 00:13:26.320 --> 00:13:32.720 I love that because we tend to think new hires are at our mercy, but you need them too. 00:13:32.879 --> 00:13:34.639 And they're interviewing you too. 00:13:34.799 --> 00:13:39.039 And I think in the interview process, we all kind of overpromise under deliver. 00:13:39.200 --> 00:13:44.639 The employee is saying things like they're coachable, they're teachable, and and I I don't mind being corrected. 00:13:44.879 --> 00:13:48.480 First day on the job, you correct them, and they're don't talk to me like that. 00:13:49.200 --> 00:13:51.519 But the employer is also this promising too. 00:13:51.600 --> 00:13:57.679 We're a family, I'm flexible, we're easy going, open door policy, and you can't find your leader in week one. 00:13:57.840 --> 00:14:01.519 So I love that you keep emphasizing how mutual it has to be. 00:14:01.759 --> 00:14:02.559 Thank you for that. 00:14:02.720 --> 00:14:03.360 Yes. 00:14:04.080 --> 00:14:07.679 It's a huge part of I think a culture too, right? 00:14:07.840 --> 00:14:17.200 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? 00:14:17.360 --> 00:14:20.320 So to speak, because it is that dual the dual fit. 00:14:20.480 --> 00:14:26.240 And it is, I think, the harder thing to teach, right? 00:14:26.399 --> 00:14:29.679 Like, like, because it it's how do I explain this? 00:14:29.759 --> 00:14:39.120 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. 00:14:39.200 --> 00:14:41.440 It's like exposure therapy almost. 00:14:41.519 --> 00:14:53.039 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. 00:14:53.200 --> 00:14:59.039 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. 00:14:59.120 --> 00:15:24.399 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? 00:15:24.639 --> 00:15:28.159 And then how does it and then it sticks with the new hires as well? 00:15:28.240 --> 00:15:31.200 I kind of went all over the place, but I'm it's how do you teach it? 00:15:31.279 --> 00:15:32.240 How does it stick? 00:15:32.399 --> 00:15:38.240 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? 00:15:38.559 --> 00:15:41.519 This question is pure gold right here. 00:15:41.759 --> 00:15:44.879 If I was the producer, I would do right there. 00:15:45.200 --> 00:15:46.080 I want it right now. 00:15:46.320 --> 00:15:47.840 No threatened, ready, it's coming. 00:15:48.320 --> 00:15:48.960 It's coming. 00:15:50.159 --> 00:15:51.440 I love it. 00:15:51.759 --> 00:15:57.440 Okay, I've seen this done well once, and I've bragged about it ever since. 00:15:57.679 --> 00:16:07.840 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. 00:16:08.159 --> 00:16:10.399 It has to be a part of day one. 00:16:10.720 --> 00:16:14.320 And I and I and I want companies to spend time there. 00:16:14.480 --> 00:16:20.000 If there's an origin story that's unique to your organization, tell the origin story. 00:16:20.240 --> 00:16:24.639 Talk to them a little bit about what the values look like in action. 00:16:24.799 --> 00:16:29.039 Now that's going to be key to my second part of your question, Jocelyn, which is really great. 00:16:29.360 --> 00:16:32.799 So in in one company, we called it mission in motion. 00:16:33.039 --> 00:16:35.600 If you're living out the mission, it should look like this. 00:16:35.759 --> 00:16:38.879 If you are, if you are aligned to our values, it should look like this. 00:16:39.039 --> 00:16:42.159 And then give them what I call green flags, red flags. 00:16:42.320 --> 00:16:45.919 If you're doing it, we would see these kind of behaviors, this kind of way of thinking. 00:16:46.080 --> 00:16:48.480 If you're not doing it, you're gonna stand out. 00:16:48.720 --> 00:16:52.559 I know a culture is really great when the jerks stand out. 00:16:52.879 --> 00:16:56.799 When, and someone told me this just today at my advisory board meeting from my company. 00:16:56.879 --> 00:17:05.680 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. 00:17:05.920 --> 00:17:11.279 And I love that because you're gonna feel uncomfortable in an environment that's healthy when you're toxic. 00:17:11.440 --> 00:17:14.559 And and in this healthcare system where I worked, that was true. 00:17:14.720 --> 00:17:17.039 They introduced the mission, vision, values. 00:17:17.119 --> 00:17:22.960 They told us the origin story, they told us what the mission looks like in motion in our community. 00:17:23.039 --> 00:17:28.000 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.