 Yeah, and I'll kick it off. Hey everyone, this is retrospective about the feedback we've gotten on the onboarding satisfaction. As all retros, they are the goal is to see like what can we do as an accepts to improve the situation. There is no blame for anyone. So if you happen to find something that you may take personal, let's not or let's mention it and let's work on that. Let's also stick within the topic just because we don't have a lot of time. We'll kick it off with what did we do well? What should we definitely keep doing? It's good to list those things as well just to make sure that we don't only focus on the negatives and we're sure that we don't stop doing what we notice that works. So whoever wants to go first, you don't have to wait until you've written it down. You can just kick it off. I'll take a minute to share why we invited everyone from pre-hiring. We felt like we're all one team and we're all working towards the same goal is to create a great people experience whether that's pre or post hiring. And so we felt the journey was new highs are starting at that very first screening call, that very first engagement with the candidates. And so we just wanted to include the entire team as we work towards this. Some of the feedback also indicated that there was a lot of surprises. So the day they're on board. And so we wanted to work on those surprises specifically. I can start with what we did well. Some of the feedback that we received quite frequently is that they really enjoyed the task list. I know that's very simple, but the task list being able to check things off and say, yep, that's what we like. So being able, they really enjoyed dog fooding, get lab and utilizing those. I can add one more that I've specifically noticed being an onboarding now for so long and having a really long view of it. I think something we're doing really well is getting the emails out on time. So that was something that was super difficult last year based on just multiple time zones and having new hires joining in all these different time zones. So those are going out on time, which is great for someone, maybe a New Zealand or in a time zone that's very far away from the time zones we're in right now. Does the Recruiting and CES team have anything to maybe add to what's going on while pre-hiring for new hires that we can maybe indicate, yeah? You know, I get to see. Oh, sorry. Go ahead. Please go ahead. Sorry, my question was, does access to this survey data, like the verbatim feedback, do we have that on the recruiting side of the house so we can kind of mill through that a little bit? Beverly has created a quick overview of all the feedback we're getting and how our scores have sort of reduced. And these are scores that shocked us a little bit, which is why we wanted to have a retro about it. So, Beverly, if you're on the call, don't you want to share a few key ones that we've now been able to pick up? And Cindy, if you want access to that, I can check if that is shared publicly. I don't think it is because team members sometimes add their names and some of it is anonymous. Yeah. Yeah, so I think it might be tricky for us to open that sheet up to anyone because it is meant to be an anonymous exercise and there are team members attached to, I would say probably 90% of the surveys. But some of the feedback that I've picked up, I've been trying to pick out the key pieces that have been mentioned when we've received a lower score and a lot of it senses on self-enablement. So I've got a doc here. It is very rough that I can share it on my screen and then we can have a look at it from there. Can everybody see that? So a lot of it does center around requests for using more video-sane trick. Mechanisms when we're doing onboarding and the tricky part of that is it's very difficult to scale and very difficult to maintain. So we use the text information and link directly to the handbook because that's where we iterate and that's where we're constantly updating and that's where the single source of truth lies. So a lot of the requests center on that. A lot of people have asked questions around can we not make it a bit more hands-on and a bit more human and having face-to-face time with face-to-face time with their managers or team members or face-to-face training and whatnot. And that's also very difficult for us to do because we're asynchronous and really speak to the core of our values. So these are just a handful of things that we've sort of picked up on. I've made a couple of comments for myself. This was really not a document for me to be sharing on the screen, but it really is just around looking at self-enablements and making sure that new hires are 110% aware of what to expect when they're going to be starting. And that means dog-feeding, get-lab, and making use of an issue to carry out their onboarding tasks and being able to refer between the handbook and their issue and gather the information that they need to successfully do that. So this is where I think a little bit of my concern lies as the team need and the onboarding of your eye is just a communication piece. Oh, we need to maybe just align on the expectation setting and what someone's coming on board, thinking that they're gonna do in the first few days of onboarding. I don't know if that answers your questions and he. This was very helpful. Thank you for sharing. Just reading to the guys at the stage is a little bit more appreciated. Okay. Yeah, so I think I'm, Nadia, if you want to, sorry. Yeah, we've made a few iterations on the welcome emails and I noticed the onboarding template and how we onboarded get-lab sort of fell off of those. We're not sure at which iteration that happened, but I think like having a very tactical example handy is what we're striving towards. And this is part of what we're gonna discuss and what we can do better. But what we wanna establish today is what happens during recruiting that is going well in terms of self-enablement, self-learning and asynchronous environment. So what is setting up the new highs up for success in that very first stages? And maybe there's things that's happening during screening. I don't have access to any of that in greenhouse anymore. So I can't check. But I think these are the type of things that like very tactically can help us. And even then help change or iterate on that if those are things that's maybe misaligned or not aligned to what we're doing on the onboarding side. Like I'll give an example, this feedback on more video. Get-Lab can't create an overly amount of video content because to keep that updated is much, much harder than written content. And there is some great information about that on the communications page that a lot of new highs covers during onboarding. I think it's still being missed on the why. And so having that discussion in screening is really what we're often figuring out how do we influence the screening calls to happen for new highs to join and knowing exactly what to expect not just on their first day but while working at Get-Lab. It's a very high written content environment. That's not gonna change at this point. If it's gonna change, it's gonna take years to change to pure video content. And I think it's still gonna take longer to update. So not a boring solution. So you would love to hear a bit about screening and what's happening there that e-sitting folks up for success. That's interesting Nadia, sorry. Certainly that's a question I get when I'm screening people. Occasionally people will ask me what's the onboarding like and I'll tell them that it's task driven and they'll get plenty of time and they can reach out and they'll be a buddy. But it can look a bit daunting. So I do set that scene. However, it's fine. You get plenty of time to do it. Sometimes it's more comforting to get into your day job but really it's worthwhile to take the time to familiarize yourself with a lot of what's happening. And just by the fact that they've already had a look at the handbook, they understand that things are very much documented and it's really about those processes. But it's not something I would say that I would communicate every time I speak to somebody. So I would take that away from this conversation to maybe point that out in the future. Yeah, we have an open issue right now that we're working through on the recruiting side of the house where we're working to streamline the screening experience because historically it's been kind of up to the recruiter on what exactly is covered. And we definitely want to still let the recruiter have their own style and their own approach to those screening conversations but we do have certain data points that we're looking to start to collect consistently and potentially we could add into kind of that screening checklist to make sure we cover and set expectations in that initial call about how onboarding works at GitLab. The unique thing that we're facing right now and I don't think the feedback we have right now is showing that because the folks that probably completed those OSAT surveys they were probably hired before we started this new outbound model. But we're starting to see is as we're going out and looking for this great talent that these folks are not as aware of GitLab and maybe have not played around the handbook. So the recruiters are spending a little bit more time kind of coaching folks through GitLab and how things work and directing them to pages in the handbook, having to kind of spoon with people a little bit more than we have in the past. So I definitely think this is a great conversation to start now because given the folks that we're going after today this could continue to be an issue. So I think this is a great thing for us to make sure we incorporate the screening calls. Another thing that comes to mind is our screen calls are only 30 minutes and that goes by very, very quickly. So we may want to think about like do we restructure like the lengths and how we schedule those screening calls. I know we try very hard to keep that 30 minutes but I know when I was screening all day every day trying to get every single thing within that 30 minute call was very difficult. And if we do need to spend some more time kind of coaching folks on GitLab, getting them the resources they need to be successful and setting expectations on what it is really like to work here, maybe we need a little bit more time in those screening calls. Chantelle, I think you wanted to say something. Yeah, I was just gonna say some feedback I received from a newer hire is that they wanted to know like the exact amount of time it was probably gonna take to move through the process. So I used to just kind of be general and say, oh, it can take a little while but now I try to give like I try to give them an average number of days based on like the most recent data that we have because I think that that is helpful. Thanks, that is helpful. I can clarify, yeah, onboarding shouldn't take less than two weeks. So it's two weeks to 30 days. I would encourage most hires to stick to a minimum of two weeks and not continue in the new role prior to that if that's helpful to the recruiting team. And that's really what we indicate. We have seen where an A, what do you call it? In position training. So on the job training starts on the same day as onboarding and that has a really weird effect on a new hire. The first days tasks is a full base of work potentially maybe even slightly longer for some folks that aren't used to this very engineering savvy way of working and then setting yourself up on things like one password and Slack is unusual for most people in the world and not just non-engineers. So I think if someone starts in a new position, sorry, training in a new position and onboarding, I think that should be discouraged purely because we really wanna create a great experience from day one onwards. And without that first two weeks, I don't think anyone can get through onboarding. Some of the data we shared today is actually from new hires that joined all the way back from January. So we try to really look for trains and feedback and some of them shared their feedback late. So it's not just from the current outbound model, but we also do have outbound model folks that have joined because it's a 30-day survey, right? First 30 days, they can complete it. So there are a few folks that were sourced that are in this batch. Are there any? Just for two moving on. Alex, I just see you and Mike unmuted and muted again. I don't know if you wanna say something to wrap up that first point and then we can move on to what should we have done better? Things that we already know that didn't work out. Thanks for noticing, Lynn. I was just going to say that something that I think we have been doing really well as soon as we get the results, we're quickly iterating and seeing how we can improve onboarding templates. But yeah, I think next focus would be great to focus it in on pre-onboarding and things like that. We can touch on that now. I know some things were already mentioned in the first point, what we could have done better, but anyone else who wants to chime in on that? I just wanted to mention something before we carry on is just that the people experience team is very busy with pre-onboarding. I don't wanna necessarily frame them as interventions, but we're, Emily's worked pretty hard to get us ready to start doing a pre-onboarding call and that's really gonna be an AMA for all new hires that are about to onboard and an opportunity for them to sort of ask any questions that they've had. We have also been sort of circling around the idea of having a direct Q and an FAQ document which at this stage we're not going to be implementing just yet. So our intention is really to get that communication up front once they've signed their contracts and everything aligned along with that pre-onboarding call to make sure that they're completely up to speed. So this is really just an opportunity for us to all see how we can all collaborate and work on it together in addition to the initiatives that we're busy with at the moment. There's no one from C, it's on the team. So I feel like I don't wanna call them out not being yet, but I just wanna highlight the welcome emails. We'd love to iterate on those. So we've had a look. I'll just quickly share my screen. I've got an open issue here in front of me. This is the email that goes out as the person accepts the offer. From my understanding, if I'm wrong, please speak up. I could be wrong. And this is a very like great tactical email to get because you know what's gonna happen next. So from setting up your workspace to knowing like what you need to do in terms of getting hardware, I9 is really for the US team members. There's that welcome call that we were wanting to include thanks to Beverly's team. And then there's a section about onboarding and their first day. There's a second email that happens, I think sort of midway through this one. Yeah, I'd love to iterate a little bit on this because I think there's a few things that could be missed. That is, it's that two week check-in just before someone joins. For some team members, they only have two weeks and the US is a two week notice period and a lot of states. And so we really wanna make sure when they get this email that they have a very clear idea of what to expect in working for GitLab. So it's not just the onboarding piece. I think this is about working asynchronously successfully at GitLab, expecting to self-learn and self-enable or key things to set them up for success. During onboarding, we try our very best to make sure that they get that successful experience to continue being successful at GitLab and to ensure attrition and retention. But at the same time, we just wanna make sure that the message that they get two weeks before is really about this is how GitLab does remote onboarding. This is what to expect next. These links are gonna be helpful in onboarding with GitLab and moving forward with your career at GitLab. So maybe this is a section I think we could improve a little bit on to make sure that it's not a sort of a general that the direction of the email isn't to a general audience because I think things like our values, communication, strategy, product, those are things that should be covered during the recruitment process, from my understanding. And these are things that also reflects an onboarding. So I would highly recommend we iterate on this email, perhaps to make it very GitLab specific and perhaps quite tactical before they join. Does anyone disagree, agree, happy to get some opinions on this one? Yeah, I think that would be a great place. Sorry to iterate. And we just work with Ashley and Betsy on that. I think that would be a good course of action, but that seems like a nice simple fix and iteration to this issue. Sorry to cut this one off. No, I completely agree. I think if we were able to update this email would be a really great starting point. Potentially put some of those, maybe take that FAQ that we've developed and instead of it being an FAQ, but utilize what are those common areas that our new team members are struggling with or having similar questions and proactively address those with links in this email would be beneficial. I think it would also be interesting once we draft this to share it. Like obviously an issue with some of our new hires and see like would this have been more helpful, would this have answered your questions? You know, just letting, obviously everything's open, but like if we just directly kind of ping some of those new hires and bringing them in, we could make a really nice email here. That's a great suggestion. Thanks for that one. I agree if we haven't thought of that. That's a great idea. Anyone else got anything to add? I did just throw our results into a like, let's see what common words we see from the survey. And one of the most, I mean, besides like onboarding issue, those kind of words, the most common word that I kept seeing over and over and was overwhelming. So I just think we should keep that in mind is that was the really the only word that didn't make like that wasn't attached to onboarding in some way. So I think that's something I don't know how we could or what we could, but I wanted to share that finding is... honest question for that, all of us have onboarded at GitLab, but would it be less overwhelming if you know what's coming with that help? I think that that would help a lot personally. Like if I knew what to expect coming in to my first day, I mean, I think that would help anybody honestly. Maybe we could put in an example. Well, I guess the templates open for anyone to view, but they might not know to look. I wouldn't have known to look at the template if that makes sense before I started. I think also feedback from my manager, Nadia, when Nifer started, you kind of made it clear like this is your onboarding issue. I want you to focus on this, don't stress about it. It may be overwhelming. You kind of set those expectations and that was really beneficial for me to know like no one is going to hunt me down day one if I don't complete every single checkbox at 11 p.m. to make sure I finished it. So I think that was really helpful for me. I agree. The hiring manager plays a big part, especially in that first week. I know when I started and Steve was my manager, I was first like, I need to get all this done and I was stressing out and trying to be like, when can I get my recs? And like I was just ready to go in my role job and was like, take your time. It's okay. Like, you know, no rush. These are important things that we want you to spend the time on. So I think having that assurance from your manager and making sure that they're fully available to that new hire to set that expectation and set them at ease that played a huge part for me because I'm the one who loves to check the box and I want to like be ahead in days. That's just how I am. But to have someone say, no, slow down. Like you need to slow down. It's going to benefit you in the long run. It was just very helpful to have that. Just in the interest of time, I've heard some next steps that we could do but maybe we should also make sure that there's some DRIs for them or a team that will handle it and then decide on the DRI later. So I've heard that the email getting buy-in from the hiring manager to make sure that they are aligned with it and he give the team a member time and there was another one. Help me out, please. I am making sure that somehow we communicate the overwhelming part that might lead to some thinking but that is as someone who onboarded as well. That is definitely something that if you go in knowing that, I think it might help. But again, I think that might be also on the hiring manager but let's see. For the email, I guess those that team isn't here. Is someone in this call willing to take that on with them? Kind of collaborate on reworking the email. Yeah, I can loop in. Ashley, we have an issue for this conversation too, right? We'll put the group right into that. Okay, that's good. The hiring manager buy-in, I think that might be more difficult. I guess maybe we can do some kind of campaign around this. If you let your people onboard while that means they'll stay or like their 10 year will be longer, something like that. I don't know if... I'm wondering if we shouldn't put an AMA outs at some stage. So we did the one with the sales team around onboarding but I'm wondering if we shouldn't just put one out to all of the people managers within GitLab. Nadia, I don't know what you think about that but it might be a cool opportunity for us to just answer any lingering questions and we could probably use the same slide deck and just tweak it out a little bit. I would do it company-wide. Yeah. And not specific to onboarding managers purely because anyone could become a manager at GitLab at some point and so I would do it company-wide and say this is directed at hiring managers but keep in mind you could all become one and buddies onboarding buddies. So it could be an AMA for onboarding for hiring managers and onboarding buddies but we invite GitLab. There's something that people experienced you will organize. Where am I? Yeah, okay, great. That could just in the interest of time we need to move on. Then making sure we communicate the overwhelming part. We can start boring, have it added in the email very clear or whatever but is someone willing to start with this and then we'll see how we can iterate over this. I think something that might be able to help with this is creating a template for a hiring manager to send with that initial email to their new team members. Here are some points that we would like you to cover. Make sure that we're all on the same page maybe create a template for the hiring manager and they can obviously adjust it as needed but give them some points that we would like them to cover as a hiring manager. Great, and I hear you volunteering for this. I hear myself as well, volunteering for that, yeah. Thank you. Then that's it, anyone else? There's, we're over time. So if no one is thinking or saying anything we're gonna wrap this up and I think you have three good points to work on and I think let's bring each other in the issues if we need team cross team collaboration. Awesome, thank you, Leanne, for taking such care with the time. Have a good day, everyone. Bye.