Updated: Mar 15, 2021
How companies can create the ultimate remote onboarding employee experience. Documentation, engagement ideas, best practices, and more.
The recap...Today Tevi & I spoke about how companies can design the ultimate remote onboarding experience. We discuss creating that first onboarding document and what goes into it. Next we discussed what the new hire's first day and week look like. We also shared some tips on how to best welcome and engage that new hire before they join, and during their first few days and weeks.
Link to Tony Hsieh's book referenced in the podcast.
This is Part One of our series on remote onboarding. You can listen to Part Two here & Part Three here.
Check out the the full transcript below....
Onboarding Documentation - A few ideas of what to include in your first edition onboarding document.
🎯 The company mission. Why the company was created, what is the company trying to achieve, how the team helps achieves goals of the mission, and how the company expects the new hire to help achieve the mission.
⏳ History of the company. When & who founded it. History & background of the founders. Important milestones of the company (sales, funding, hires, etc)
🎥 Short video clips from multiple people within the company (management and employees). Why they joined the company, what they do, why they love the company, and how the company helps them achieve their personal/career goals.
📓 The nitty gritty policy & procedures. Including:
📅 Work schedule (if specified hours).
💬 How the team communicated (sync vs async). Including expectations & boundaries on when & when not to reach out to someone.
🏖️ Days off (how many, how to request them & what happens when there's a conflict).
☑️ How reviews are handled & how it's associated with any role/benefits/title changes
💻 💾 - Hardware & software that the team uses or recommends. What the procedure is to purchase or receive either hardware or new apps (company pays or reimburses). If reimbursement, how that's achieved.
🔍 Where company information is located, and who/how to reach out to access the information you need
Tevi & I disagreed a bit here. The important takeaway from this conversation was understanding how to balance the difference in personalities of extraverts vs introverts. Tevi (as an introvert) really wants the first week to focus on learning and getting up to speed with limited distraction.
I on the other hand (as am extravert) believe that first week is all about team building. Having the new hire spend time with their team, leaders of other divisions, and a buddy. I also believe the first day should include a conversation between the new hire, their direct manager & an executive/senior manager to help develop the new hire's career map. (For more insight into what this looks like you can also listen to the episode all about Career Trajectory here).
Welcoming a new employee
An email all about the new hire (their incoming role, where they came from, their experience, fun facts) can be sent the week before they join the team. The Friday before they join, a similar welcoming message can be sent to the team in Slack. Giving an opportunity for the team to initially engage the new hire.
Video is also a fun way to get to know the new employee. Whether a pre-recorded video the new hire shares about themselves, or starting off a team meeting with a 5 minute intro.
Hope you enjoyed today's episode. We'd love to hear your feedback on today's show. We'd love to hear from you about your onboarding experiences. Whether awesome or not awesome. Do also feel free to share any feedback on topics you'd like to hear us discuss.
Scott 00:08 Hey, everybody. Thank you for joining us today on Leading from afar. I'm Scott Markovits with my co-host Tevi. Tevi, how you doing this morning? Tevi 00:08 Doing good. How are you Scott? Scott 01:30 I'm' good. Doing pretty well today, thank you. Today I'd like to talk about onboarding. Especially as we're getting toward the end of CoVid, and vaccines are pretty close to being released. From what I'm seeing and the companies I've been speaking with, they're starting to plan on hiring. Whether they're hiring now or looking to ramp up hiring soon. Many of these companies will be at least initially hiring remotely. For some of those companies that may move to a hybrid model or heaven forbid go back to the office again, that's probably not until later next year. So at least the first number of months a lot of the focus is going to be remote. So I wanted to talk about onboarding in the remote environment today. So maybe let's jump into the first question. What do you think are the most important goals when onboarding a new employee and team member? Tevi 02:00 That's a great question, Scott. I think that obviously the first goal is to get people productive as quickly as possible. The other thing I think that's important is to get people self-directed as quickly as possible. Get people to feel comfortable in the team and know where to go for information. So those are the four things that I try to focus on. The most important people have to be productive. As far as onboarding is concerned, it's probably the thing I would put at the bottom of the list. I think it's most important that they know where to find information especially remotely. It can be complicated if that's not well-documented or easily shareable. Then, knowing how and who to turn to for help. Finally who their teammates are and getting comfortable working with the team. If they know those things, then they'll be able to get productive as quickly as possible. Scott 02:56 I totally agree. I believe are core to the onboarding process and documentation. The one additional thing that I like to have included is team building and getting to know the team and the company. So really building that early relationship with people in the team. Really getting to know the company, the mission, the ethos and different things like that. When one person joins to know why they joining. What and how are they going to be involved in moving the mission forward to achieving the goals of the company. Finally how they're going to fit in within the company? Tevi 03:35 Yeah, a hundred percent. And I think I kind of included that in my own mind, as far as being comfortable with the team. Like knowing who to turn to knowing that. Scott 03:44 All right. So I don't know if you've written or put any documentation together in your career for onboarding. Perhaps within design teams or product teams. I've certainly done those. I wrote the first onboarding document at InVision. If you can share a few thoughts or tips of what should be included in that documentation. Tevi 04:07 I actually, don't like to lean too heavily on documentation. I have done documentation. I've also done more like workflow type things where it's not just like a document that's shared, but maybe like a board that's shared with checklists and stuff. I tried to make it more open-ended where there's maybe a document that will say where information is found. Where assets are found, and where other documentation is found. I would also create documentation around specific domains over hiring a new product manager or a new designer around a specific area of the product. I would write up a document like overview of how that product worked. At a much broader and higher level than actual requirements documents or even training documents. So sometimes the training documents can work as well. Tevi 04:59 That overview document might lead to requirements and training documents. Sometimes the area can be really a brand new area that they're not familiar with. So just having some overview is helpful. That's step one. The rest of that, I kind of leave it more open-ended. I'll actually give them a couple of days where they're just kind of looking around and poking around and trying to figure things out. Then I'll try to get the team together to introduce them. I know we're outside of your question about documentation, but I'll kind of explain why. So once I've introduced the new team member to the team, I'll try to start setting up one-on-ones to understand each other. The teams, each teammate in your area of expertise. What they're working on. Just to get to know them better, and put them more in a situation where they're able to ask what's going on and where things are. Rather than having to read about it. Scott 06:03 Interesting. That's going to be something that I want to talk about more in depth. About that pairing people together and having those conversations earlier to kind of roll off of what you said. I definitely agree that a hard and fast document may not be the best solution. Again, I've written many of those documents. I think the opportunity to have a board or checklist can be as helpful as a documentation. Scott 06:40 I'd like to add a couple points onto what you said. First I think this, or part of the onboarding documentation/process should be on the job site itself. I think it's super helpful for people who are looking to apply for a job to be able to have access to some of this information. From that onboarding document, but more focused on the company mission and kind of the higher little things versus the nitty gritty details. The next thing I believe, it's also dependent on the lifecycle of the company. For a very early stage company, the process, the document, or board is obviously a lot shorter than it is at a later stage company. Later stage documentation will have a lot more nuanced detail. Have more siloed information. Maybe specific to a sales team. Maybe tools and things that are for a marketing team versus an early stage company. I remember the first document again, that I wrote was maybe two or three pages focused on a very high level. It obviously didn't go into any detail within these specific teams. Scott 07:41 But one of the first things that I like to include myself in the documentation is the mission of the company. Why the company exists. What the company is trying to achieve. How the team is working to succeed in achieving that mission, and how the new employee that's coming onboard can help the company succeed in that mission. So I think one of the first things that a new hire should understand is what am I doing here? What is the company doing, and how am I going to help the company achieve the mission? Another thing that I like to put in there is a history of the company. How the company was founded. When it was founded. Why it was founded and what were they trying to achieve? Who were the founders? How did they get involved? Maybe some details around what was achieved so far. Like how many users, how many downloads, and how much funding. I think these bits of information are definitely helpful for somebody that just joined the company to really get that historical sense and then see how they fit in at that point that they're coming in. Then allowing them to understand where they're taking the company forward. I think the next thing that I like to do and that you've kind of hit on, as well, is discussing the team. Know what the company does to foster that relationship with the team. What is expected of the new hire, and how would the team collaborate? Scott 09:07 It's how the team works together to achieve the missions and the goals. Another thing I like to do with companies that I've worked with is video testimonials from current employees. Topics like, why they joined the team, how have they grown in the company, in the role on the team since joining the company. How has the company enabled them to succeed in the role and in their career. Things like, what their favorite part of working in the company? I believe that's also something I believe should be on the job site as well. Getting a sense of the people who working at the company. Why they're working for the company. Why they enjoy working for the company, What's the company providing them to achieve their personal goals. It's definitely very important. 09:53 Then I think after that, you get to the know, the nitty gritty details of the company. Going through the tech stack. What software is used within the company, and how they're used. If you're in a sales team, it's the sales CRM, or a support tool. Next, how do they get access to it? Who did they contac if they need to get access them if they're not provided it on the first day. Similar on the hardware side. At the beginning of InVision, we didn't have an IT team that did all the procurement and bought and delivered the hardware. So it was very sensical that you would go and buy your own Mac book. We'd reimburse you. We'd also provide the recommended camera that you should use. Here's the recommended headset that you can use. Maybe some of those bits and pieces. If the company has recommendations for collaboration tools. For example, if you're a sales person you're having to do phone calls every day. What's the best tools you should be using it. Definitely included is the policy and procedure whether the company pays for it, or how you get reimbursed for purchasing that equipment on your own. Scott 10:56 The next thing is including policies for time off and days off. How do you request those days off? If there's potential scheduling conflicts, how those are handled. Really smart companies will have a policy telling new hires you need to take off this amount of time each quarter. Many companies offer unlimited vacation, but how many of those people actually use the vacation? Instead, pushing more in each quarter. You're expected to take off five days and then have a hard andfast rule to that. The last thing I try to include in documentation I've written is how the company does employee reviews. How they're handled. How it works, and how potentially those are linked to promotions or benefit changes. Part of career trajectory and something that we'll speak about in a different podcast. Tevi 11:48 Yeah, you're totally right. You're hitting on a couple things I didn't touch on. So of course, policies and procedures should be documented and consistent. Clearly across the company. I love what you said a couple minutes ago about the company history, and understanding the overall mission. I think that's very important at a larger org. Because someone joining a smaller team, they're going to be working on a specific area of focus. You don't want them to just get caught up in their own day to day. They should understand where they fit in the overall mission, which will help aligns them in their day to day. It'll also help them be a part of that overall team feeling that we're all heading in the same direction. As opposed to just being in their own little Island. Their own little silo. So that's, that's very important. Scott 12:36 I totally agree with that. Maybe next question. The person joins, what does their first day, their first week, the first month look like during the onboarding process Tevi 12:47 Getting familiar and acquainted is important. So just to touch on what we were talking about before regarding process and documentation. Managers should also have their own process that they're following. Although I'd like to not lean too heavily on documentation. I would have my own checklist of things. Is the employee setting up one-on-ones with their teammates? Is the employee able to log into to the sandbox or beta environments. Do they have all of their tech, logins, and have set up their Gmail. I just create that checklist for myself as a manager to make sure that they're not lost or floundering. That might totally be aligned with their own personal board, or I could be looking in at their onboarding board. Tevi 13:39 As the manager, you can offer help makiong sure they're moving in the right direction. You can see that they're actually functioning well, but they're onboarding in a way that you feel meets the expectations and needs. So that, that first day or week really that first week is totally just meeting people and getting their tech set up. I actually try to wait, as I mentioned before. I try to wait a few days before introducing them to the team. The reason I do that is that, when someone's been interviewing with a company, they may have already spoken with a couple of people. It's very different when you're on one side of the table being interrogated, so to speak, versus now being part of the team. Tevi 14:27 So I try to make a little bit of a break. Let them breathe and get a little acclimated and familiar. Then, they can be introduced to the team. The other thing that does is when they're on their own, they might feel a little bit lost. So when you reintroduce them to the team, even though they might have already met some of the people in a slightly different context. It'll feel better because now they know these are teammates that can help them get acquainted. Scott 14:54 Interesting. I tend to come from the opposite approach. So it's nice when we finally have an opportunity to disagree on something. It's a little bit of a change of pace. What I tend to like to do, Is the week before the person joins sending an email to the team. Depending on the company size, whether it's an executive or team manager. The recipient list will depend. Introducing the new person who's joining the company. Who they are. Where they're coming from. What they've achieved before, and what they're expected to do with the company. I'd like to include their LinkedIn profiles so people can connect with them. Scott 15:38 Something that I like to have the new hire share is some fun facts about themselves. Getting that first steps of the entrenchment of building that relationship between the new person and the rest of the team. Who they are, and what makes them tick. Because having those little bits of information can definitely spark conversations. Like if someone is really into hiking or enjoys drinking wine. If you're into things like that that, it has the opportunity to start a conversation from day one, or even earilier. Helping building that initial connection. Tevi 16:15 Yeah, for sure. Sorry to interrupt you. Let me clarify. I agree that as soon as they joined Slack, no one wants to see just a random Slack username, join a group with no introduction. For sure a brief paragraph introduction, LinkedIn, website portfolio, some facts and have them say hi. I totally do that right away. Then I try to wait a few days to have an actual live video conference where we all can talk and meet. That first introduction which doesn't really usually get very far. It's just a brief intro, during the later meeting. We'll give them a couple of days to get their bearing and maybe understand what questions they should be asking. So that way they're not just being introed and don't know what questions to ask yet. So give them a little space just to know how to have that conversation. Then that live video meet will be more productive. Scott 17:13 I like it. My next thought was on the Friday before they joined, to introduce them in Slack with another brief introduction. Something that I've started doing recently, which pairs off the live meeting idea is having the new hire do a loom video or some kind of recorded video about themselves. This is who I am, and of all those bits and details. Sharing that in a video format, which is definitely more engaging than text in an email or text in a Slack chat. Having that face and voice in the video offers an opportunity to for more engagement. I definitely loved the idea of the first week that person does their own standup. A "Hi, I'm so-and-so" type meeting. I liked that. Tevi 18:02 You're raising an interesting point. I guess with your method it's a lot easier to feel personal on a loom video and it's async. So maybe your method is more leaning to a remote async company. Whereas I've never quite been fully async. Async is only for the day-to-day work, but there's still meetings that happen and they're live interactions that happen 8 to 10 to12 times zones apart. Scott 18:35 That's one of the two things that I hadn't had in mind. First, was that async versus sync communication. The other depends on the person's personality. We'll call it onstage. In the video, in front of however many teammates may make that person a bit uncomfortable. Especially if they're not a fan of getting up and doing the public speaking part. They may be a little bit more reserved. They may not be as friendly as they could, as let's say on a video recording. They can record the video multiple times. They can edit the video. Then they're only really talking to themselves. That opportunity they have to talk to themselves may allow them to be more open and relaxed. To be able to convey better who they really are. Tevi 19:19 Yeah. That could be really cool. I hear that. Yeah. Can I change my opinion? Scott 19:26 Well, maybe do both. Tevi 19:27 So I honestly, I think that that's an important thing is to do both. If your team culture can handle it. If people aren't so far flung across the world, there's no reason not to set up a live chat with everybody. I think that would only help. Scott 19:42 Maybe something in a team meeting, that we start off with 3 fun random questions. Put the person on the spot, but nothing that's going to make them uncomfortable to answer. Some wacky types of questions that help bring out their personality. It may be short as part of a team meeting. Up to five minutes, but it's an additional step you do beyond that prerecorded no loom video. Tevi 20:18 Yeah, for sure. At my last company we would be ask three questions which were kind of like low risk but personal. What do you do for fun? Which everyone's got to do something for fun. So the low effort questions that are a little personal help bring a little humanity into that. Scott 20:53 I like it. Any other points you wanna bring in for the first day, week, month? Tevi 20:59 So I don't know if you could really standardize it. I think that as the hiring manager, that should be something you write down for each new hire. You would have to have your own goals as a manager. This is the first day, week, month, six months or three months, whatever it is. Beause even at three months, the person is still kind of new to the team. So I think that should be plotted out as their own goal as the manager. Not necessarily something you could standardize for all new hires across the board. I think in general, the first week they should have all their tech, they should be logged in to everything like email and Slack. Scott 21:39 Okay. If you don't mind, I'll throw in a couple of additional points of things ideas for the day one. We brought this up in a different podcast. The CEO/executive team and a direct manager sits with the new hire. Depending on the stage of the company. It could be a senior line manager and the direct manager or an executive. They put together that initial career map. I know we had a bit of a disagreement in that one, Where the person may want to be in a couple of years. At least a draft. So there's kind of a clear messaging and picture of what the person. Tevi 22:16 Can I stop you with that? What are your thoughts on that? Is that something that you ask them to come up with on day one? Or is that something that you approach them? This is what we think that this looks like, or is it just an open conversation? That's a lot to ask on the first day. I understand that you guys want to work that out, but to have that like solidified on the first day seems kind of. Scott 22:38 I wouldn't say solidified. It's that question we get in an interview of "Where do you see yourself in three years?" So for example, somebody comes in. Let's say a developer and their career aspirations is to be an engineering manager. Let's say they want to go that direction. The company works with that person, and says "That's fantastic that you want to do that." We want you to do that here. Here's what it looks like to be able to go from a developer to an engineering manager. Here's what the team and company believe is the path to get there. After six months, you should do A, B, and C. Then a title change comes in place. 12 months you do D, E, and F and have those milestones set out. Scott 23:20 Alternatively, if you want to just write code or sell software all day long. Okay. Here' are the expectations. In the first six months you do A, B, and C. Potential benefit changes and things come along with that. Yes, things can change. Maybe on day one the aspiration is to be an engineering manager, but as you start writing code you happen to fall in love with it. You just want to stay with that. The career map changes, or you had enough of writing code and now you want to pivot into marketing. Something we spoke about giving those opportunities to shift into a different role. So I think it's a draft. That first draft of progression with the company. Where you want to go with the company and what the company expects from you to get there. How the company is going to help you achieve those things, as well. Scott 24:11 For me, that's something on day one. Another thing that I like to do with people that I hire on a day one is give them half a day off after tthe introductory meetings. I have them fill out a very detailed questionnaire that really gets to know them deeply as a person. What they like questions. Like if you were to get a thousand dollar gift card, what would you spend it on? They're given different options. Clothes, trips, and things like that. If you were to win a dream vacation, where would you go? If you were going to a type of restaurant, what cuisine? The point of this is to obviously get to know the person more deeply. Scott 24:56 All the rewards and engagement that companies should be doing and customizing per employee comes from that. If you find from the answers that the person is a foodie and they love classical music. Maybe there's an opportunity at some point down the road when they do something really great or you want to compensate them instead of giving them a $500 bonus or a $500 Amazon gift card to buy them opening night to the Philharmonic. $200 at the hottest new restaurant and an Uber ride back and forth. You personalize that experience because the value that they're going to get out of it is night and day different from Amazon gift card. Which is wonderful, or a $500 in cash. So that's the two things that I have a big believer in doing the first day. Tevi 25:43 I mean, that's really awesome by the way. That's like way more detail than just like onboarding. That's setting up your people ops and culture, , rewards, and motivation. That's awesome stuff. That's a whole other topic to dive into. Scott 26:02 For the next podcast we'll dive into that. Another couple for the first week is reading through product documentation. If joining as a product manager or customer facing person, they'll read help center FAQs. Documentation to get to know the product better. What kind of questions typically come in. If a salesperson they'll read through that type of documentation. Really a way of getting to know more about the product and what they're going to be doing. Another thing that I like to try to do is setting up one-on-ones with other teams. Maybe in the later stage company it's in classes with senior managers from each one of the team. Scott 26:47 So a new hire really understands from the company, how we're selling the product. How we're marketing the product. How we're supporting the product, and how we're building the product. Give each person that comes in, whether they're in finance, marketing, or product a better sense of the complet picture. How your marketing is helping sell. How are they using that marketing to sell the product. If you're a product person, what are those issues and things coming up in support that are relevant to you. That's something I also like to do within the first week. The last thing for the first month depends on how senior or junior the person is. How fast can the person jump into doing the work? Scott 27:36 For someone in support, answering support tickets. A marketing person, writing content pieces. And having a mentor that helps review the work and gives the green light before submitting. The more experienced person, the shorter the period is going to be. For a more junior person it's going to be a little bit longer. I think the max onboarding period for the most junior person should be no longer than six weeks. Scott 28:02 Something that we touched on before, to pull out. Can you share a couple of ideas to help build relationships between the new hire and their team? Tevi 28:14 So day one, as I mentioned, I try not to. I think that after that brief intro, give them a couple of days to adjust.Maybe this is from my own personality as an introspective introverted kind of guy. I try to get my bearings and get some level of understanding before I open my mouth. So from my own perspective, I like to start poking aroun., Logging in. Using whatever apps or software the company uses just to get a little familiar before I start speaking with people. Otherwise I'm afraid to ask a question. Where if had I spent 20 minutes using this one thing that everybody uses all the time, I would have answered myself and not wasting people's time. I don't look like I know what I'm doing and I don't want to look silly. That's my own insecurity coming out. Giving people some time to get their bearing before they have to talk to people is a nice cushion. Scott 29:07 Interesting. Maybe it's introvert versus extrovert releated. I would go on the opposite side of that. The first week each person on the team is set up with a 10-15 minute video call with the new hire. It's not focused on work. It's the opportunity to get to know you. You want them to get integrated and feel part of the team as quickly as possible. The second thing I like to do is assign a mentor or buddy that sits with them every day for 15 minutes. Scott 29:46 Just to kind of check on them to answer any questions. If they're running into any issues they'd be a guide to help them move on if stuck on something. A little touch point of, "Hey, I'm here for you." I'm running besides you for the whole way. If there's any issues or trouble to be there, The manager can be doing that, but I always try to assign a buddy. Tevi 30:14 So, so why not use the manager? What's the issue with that? I mean, maybe it's just the size of the team or company? Scott 30:18 The size of the org. In, most cases the managers should be doing that. However, it's good to have a mentor, as well. Because that manager - employee relationship is certainly not the same as a colleague relationship. Certainly somebody that's new may have the insecurity of asking for help. "Hey, I'm lost or I'm not really understanding this." They may not be as uncomfortable sharing with that buddy who's on the same level as they are. It's important to make sure there's no friction. When you come into a new job you're there to impress, right?They hired you to achieve something. You don't want to have them question whether they hired the right person. So you may be a little bit hesitant to be totally honest and transparent. Tevi 31:19 For building the relationships and teamwork I guess that is kind of a cool idea to have one single mentor. I also like on the manager side. I would have that process where I want them to meet with specific people, but I also want them to get something useful out of it. It's not just, "Hey, how are you?" Is this something that'll actually help them perform? So whatever that role is that you're hiring for, let's say a product manager, I want them to speak with design and engineering and other product managers. To know who their domain experts are. So meeting with design, I'll want them to get something out of it like where are all the assets for design. Where the requirements live and things like that. So when I speak with them and touch base with them, I'll ask, "Hey, did you meet with so-and-so?" What didthey tell you? What did you learn with them? That that's just the way for me to recap and know that they're effectively communicating with those individuals. Scott 32:22 Cool. For the last question. We've spoken about it already through this conversation, but outside of the direct manager and team, anyone else you feel that should be involved in the employee onboarding? Tevi 32:34 You've touched on it before, and I totally agree that HR/people ops should be a hundred percent involved in onboarding. Not just to give over important policies and procedures, but to help make sure there is consistency in giving over the company mission and story. Making sure the culture is adhered to. So outside of the manager and each team member I would say for sure, to make sure the culture is given over as well. Scott 33:10 I like that. From my experience an HR person usually comes in around the 20th person hired. Before that and a most HR stuff can be outsourced. So it may be a question for the lifecycle of the company. Is there a proper HR person that's doing this? In the earlier stages, this is more reliant on the executive teamto be involved with. What you mentioned before in having other teams engaged. So for a product manager, maybe other product managers on different tools. Perhaps someone in sales or support. Whether a manager or someone at the same level. For perspective and insights from other teams is important. Tevi 34:00 I'll add one more person who needs to be involved in employee onboarding. That's the user. Whoever the customer is. Have the the new hire sit on a support call to hear what customers are asking. What issues, or read through support chats. Do whatever you can to get them familiar with the mission of the company, and to empathize with your users and customers. That's also important as well. Scott 34:28 Awesome. Any last thoughts for today? Tevi 34:30 I will add that. I think one of the coolest books on employee onboarding might be Tony Hsieh's. May he rest in peace? He passed away about a week or two ago. That to me was a very influential book in my own career. I think there's a lot of meat in there. I'm sure you've read it and loved the book as well. Definitely great insights and ideas on employee onboarding. Very anti like things you would not at all think of. To pay someone $2,000 to quit. For example, how committed are they to the mission? Do they want to be there long term? Those kinds of things? I think there's a lot of meat in there. I don't want to give away the whole book, but a great book delivering happiness. Scott 35:09 We'll add that to the show notes. Excellent. Tevi, thank you so much again for another great conversation and until next time. Thanks. Tevi 35:17 Thank you. Actually, I want to add one question to our listeners. You know how I like to end off with a question to our listeners. Any ideas you have for onboarding, please share them with us. Tips or stories where they went well or didn't go well. We'd love to hear them. Thank you everybody until next time.