非凡的新员工培训

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增长联系起来

有句话说，没有人的公司什么都不是.

A company is also nothing without a culture that empowers its employees to learn, develop, 和 grow. 这种文化始于你的入职过程.

但是这个过程是怎样的呢? 你如何让它与众不同?

以下是我们对Sana入职的看法.

什么是登机?

Every online resource will tell you that employee onboarding is an integration process. A series of events that helps new recruits get up to speed 和 become productive in their roles.

这个定义是准确的，但它没有抓住要点.

员工入职是公司文化的体现. 这不仅仅是一个整合过程. 这是一种身临其境的体验. 如果做得好，也是令人难忘的一次.

At Sana, we want our company to be a place where people do their life’s work. 一个你想在这里度过整个职业生涯的地方. 入职培训是实现这一目标的关键. 这是我们为公司定下基调和目标的地方. It’s how we prove that we are who we said we were during all the interviews. And crucially, it’s how we give every 团队 member the tools 和 knowledge they need to 完成我们的使命.

而且在每个新员工第一天上班之前就开始了.

非凡入职体验的秘密提示:这与SWAG无关.

Pre-boarding

立即开始

At Sana, the onboarding experience begins as soon as the signature ink is dry. Even if there are months to wait before the first day, we want to create that mutual excitement.

我清楚地记得我的经历.

签合同后几天, 我收到一封CEO发来的邮件，把我介绍给整个公司. 几秒钟之内，欢迎的回复如潮水般涌来, 和 my soon-to-be colleague Sofie had already scheduled a virtual coffee for the following week. 我从来没有被未来的球队看到过.

欢迎邮件是登机前的通知仪式在萨那. 它给每个参与其中的人带来欢乐和兴奋. 当然，可能很难在组织范围内扩展到一定的公司规模之外. 但你可以让它在团队层面上发挥作用. Whatever the solution, your ultimate goal is simple: show your new recruit how wanted they are.

邀请他们过来

还有很多其他的方法可以让人们加入你的行列. We like to invite new hires to a lunch or Friday demo a few weeks before their start date. 这些活动可以是面对面的，也可以是远程的，完全是自愿的. 但新加入的人几乎都同意，我们很高兴他们这么做. 这有助于我们打破僵局, which usually makes the first day more relaxed — because familiar faces are around.

萨那登机前的首要任务
向新员工和所有员工发送欢迎邮件
收集他们的生日并将其添加到生日追踪器中
在日历中创建“第一天”活动并邀请他们
发一封“第一周会发生什么”的邮件
Invite to a lunch or Friday demo, ideally two weeks before the start date
把他们和一个伙伴配对
提供资源

除了登机前的活动，我们还分享登机前的材料. 在“期待什么”邮件中，我们解释了第一周会发生什么. 我们也会链接到公司手册, 无限游戏, 哪些生活在Sana平台作为个性化课程. 再一次。, taking this course in advance is entirely voluntary — all new joiners take it on their first day regardless. But some folks feel more confident with a little forward prep, so we provide it.

第一天

这是你和他们期待已久的一天. 每一分钟都很重要!

做门房

对于那些从萨那总部开始的人, 每个新员工的经理都会和奥利维亚一起等在门口, 我们的幕僚长. The coffee flows, the office tour begins, 和 then the equipment gets set up. 解决了这些基本问题后，是时候进行第一个1:1的管理了. 建立这种关系至关重要，所以为什么要等待呢?

提升能量

我们喜欢在第一天保持高节奏. 任何时候都不应该让新员工不知道该做什么. 我们想要营造一种有点忙碌但又充满活力的氛围. 如果是星期一，我们就把他们直接送到全勤. 然后我们接着进行一些核心课程——公司文化和价值观, 由我们的CEO Joel领导, 和所有团队领导进行介绍. 有一个欢迎午餐, which we usually cook ourselves in the kitchen (和 it’s usually pasta – pasta is a Sanian special), 还有参加无限游戏课程的机会.

“What I liked most about the Sana onboarding was that I felt part of the whole company, 不仅仅是我的团队. Meeting all the 团队 leads 和 hearing about their long-term goals 和 daily activities—that really gave me the full picture.——Axel Danielsson(暑期实习生

是的，还有SWAG.

前两周

帮助他们快速获胜

雄心勃勃的新员工想要产生影响. 你的工作就是尽快为他们创造这样的机会. That means striking a balance between onboarding training 和 regular work. 不管你给了什么任务，一定要承认付出的努力. 公开分享你的荣誉. The sooner your new recruit feels that sense of accomplishment, the more confidence they’ll have.

让他们撒个谎

Introducing new hires to the rest of the 团队 should be fun 和 personable. In our weekly All-H和s, every new starter shares a ‘two truths 和 a lie’ about themselves. Everyone enjoys making guesses — which option seems too detailed to be true? 哪一个看起来太傻了，或者太普通了? 让新员工更容易分享他们的兴趣和背景. It helps to grow connections, 和 feel comfortable – so they can start delivering.

让他们进入产品

在Sana，所有新员工在加入后的X天内测试整个产品. We do this for two reasons: (1) cement our commitment to user empathy 和 (2) build psychological safety. 通过鼓励新Sanians以用户的身份体验产品, 每个人都有一个安全的空间来质疑它. 他们了解到我们欢迎挑战、重构和令人兴奋的想法. This helps us show that we value the expertise they bring to the table right from day one. 他们将体验我们的反馈结构, 和 underst和 how fast we run with brilliant new ideas from our talented people.

Sana入职清单上的首要任务

与更广泛的团队安排随机的咖啡聊天
和他们的经理安排重复的1:1
和全公司的人交朋友
预定产品演示和反馈会议

社交化

新员工培训不仅仅是训练. 在萨那，我们在第一周的日历上预先安排了大量的1:1. 它们很短，只有15分钟长. Just enough time to break the ice without the pressure to keep the conversation going. And we always run company-wide speed friending, spurred on with fun prompts 和 silly questions. This isn’t about building skills; it’s about building bonds.

“在我到萨那的头几个星期里, I learned not just how work happens here but why—the bigger picture around Sana's mission, 愿景, 共同的价值观. It would have been quick 和 easy for Sana to only onboard me onto my specific role, 团队, 和功能... but it felt like Sana took the time to personally invest in me as a human who might have something to bring to every 团队.——katie Kirsch，暑期实习生

萨那入职培训项目亮点

完整的入职培训计划通常持续两周左右. 以下是我们最喜欢的一些会话:

欢迎午餐 -做饭，吃饭，笑
萨那文化和价值观 -我们的首席执行官对萨那事件的现场报道
无限游戏 -我们的公司手册，包装为个性化课程
全公司速度交友 -快速的聊天和乐趣
销售101 -因为每个人都是推销员
讲故事和展示 -如何沟通的技巧和练习
管理精力并给予反馈 -如何感觉自己处于最佳状态并对他人坦诚相待

前3个月

把绳子拉长

只有在你不断增加责任的情况下，90天计划才会奏效. By the end of that stretch, your new joiner should be owning something end to end. 我们认为这是一个渐进和迭代的过程.

Start with the smallest possible task on day 2, then check in 3 hours later. 在第三天增加一点范围，并在一天结束前复习. 这就是你如何伸展绳子.

“Extending the rope isn’t just about them; it’s also about you. 你雇佣了这个人来接替你的部分职责. 这意味着要学会放手.——奥利维亚·埃尔夫，萨那的参谋长

运行这种紧密的反馈循环需要付出很大的努力，但回报也很高.

建立跨团队联系

当您扩展绳索时，请考虑任务如何帮助集成. For example, could the exercise involve collaborating with someone on another 团队?

说到团队，把你的新成员变成他们自己的团队. If you have 3-5 starting on the same day, help them form a tight crew as soon as possible. 让他们一起安排一个有趣的活动. The faster these people connect, the more they will be able to trust 和 support each other.

让他们为改变做好准备

跨团队关系对于快速发展的公司尤为重要. 在萨那，我们和 DiBB框架. Working this way allows us to make bold bets, based on data, insight, 和 beliefs. To pull off those bold bets, we sometimes need to make radical changes, 和 quickly. In practice, that means Sanians might move 团队s, or their 团队 might change its focus.

让我们的团队与公司目标保持一致需要信任和适应能力. 改变很难, so it’s important that we communicate as early as possible how normal it is 在萨那, 以及对他们和公司有什么积极的好处. 如果新员工知道改变是积极的, 并在入职期间建立大量的跨团队联系, 当时机成熟时，他们会更愿意做出改变.

让他们塑造你的公司

你雇了这些人让你的公司变得更好. 但新员工可能会担心冒犯别人. To help them overcome the barrier, ask them to change something about how the company works. The point here is permission — show them change is welcome 和 appreciated.

保持节奏

When you’re starting somewhere new, there’s nothing worse than having nothing to do. 我们的活动清单可能听起来很长. 但是，根据我们的经验，新员工都很饥渴，所以我们敢于超额安排. We stay on top of it by maintaining 15, 30, 60, 和 90-day activity checklists.

入职没有硬性规定. 不是真正的. 因为每个公司都是不同的. What matters is that you create an experience that’s true to your culture, 对你的新员工很有价值, 每个人都很开心.

这就是非凡的入职秘诀.