Reed Hastings

But I'll go to like their prior, you know, generally they're currently employed and that's not a safe place to go for them.

So then I'll look at the prior employer and then try to comb through and try to find people who work there who are probably knew the candidate.

And then I'll reach out, you know, and try to get a conversation going.

And then only after there's a little conversation going, reveal

that I'm calling as a reference.

not differentiated.

I mean, we don't try to really specialize in making that great.

You know, hopefully they get a laptop and an account and that all works.

But it's sort of, I don't think there's much to do right or wrong in that first week.

You know, it's sort of just a full-on immersion.

Well, we're very invested once we've hired someone that they do take and their manager is invested in it.

But I haven't seen anything really go wrong in the first week.

So it doesn't feel very error prone.

Sure.

Well, we had an internal slide deck, and I would meet once a month with all the new employees as a group and then go through it.

So this is 2006, 2007, et cetera.

And most of the time, their managers had well briefed them before they hired them on what we thought was important.

But once in a while, we'd get people who were in total shock.

And I realized, oh, it's kind of unfair to this person that they got into something they didn't particularly want.

And that it would be better to give all the candidates the slide deck sort of going through the culture.