Another week. Another hiring class at Hatch.
New hire onboarding and enablement doesn’t get talked about enough in SaaS startups.
It’s often overlooked and sometimes forgotten, especially in very early-stage companies - you rarely see a sales-enablement manager or head of enablement until Series B and maybe - just maybe - at a rapidly growing Series A company.
More importantly - the idea of an onboarding program is overlooked by prospective candidates interested in joining a company.
It’s an afterthought, and understandably so, but this should be a top question for candidates interviewing:
"What type of onboarding do you offer new hires?"
If a company lacks a clear answer, it’s often a sign that leadership is disorganized. You should be thinking to yourself - if they plan to grow that fast, double in size - how are they going to accommodate 30 people without losing many along the way?
Let’s say you make it - are you actually prepared to succeed long term?
We’ve been working hard at Hatch to make onboarding successful for new hires.
Adult learning has always fascinated me. A learning program isn’t designed to be unmovable and set in stone. The program should adapt, based on how you learn and think.
If a Sales Development Rep exceeds our training goals around the discovery call and inbound queue training then we should adapt and give them access to the inbound queue earlier.
We’ve focused on foundational training in week one. This is getting new hires exposed to all of our departments, with a heavy emphasis on product. Weeks two and three are when we have new hires branch out more and more into their specialized role.
Here’s a quick snapshot of how we think about onboarding at Hatch (just a sneak peek 😁)
Week 1:
We're invested in your growth. All of this is designed to make every person a smashing success - both financially, personally, and professionally.