Steve Pokras

We have a bunch of things.

So the first I think is just like normal human, like good empathy and niceness, which is,

When you've made an offer to them, have every single person they talk to in the company write them an email and say, hey, I'm super excited to meet you.

Come on board.

I hope you make it.

Not just the recruiting manager, not just the head of HR as they're waiting to get back.

Don't dehumanize your own process because it's so process-driven.

The second is once they do accept, have as many people in the company possibly send out something nice to them as possible.

send them a swag package, make them feel part of the team and then have an onboarding session.

So we now, once you're big enough, so it took us a while to get there, but I'm a part of every onboarding session too.

I want to run the part about culture.

I want to talk about the culture company history.

If your executives are making time for new people and they feel like they have a direct connection, they are going to be so much more energized to, uh, to go.

And you're letting them know that they have that ability to make change themselves.

Um, and so I have one last story to end with, which is, um, is it kind of an example of what, uh, of what we're doing here of kind of the main point of the story.

So I took over in 2017.

I have another graph that I included in the SASTR presentation, which is, um,

I hired an amazing, so I met this woman, Zoe Treason, when I was, she was an intern at my previous startup and I thought she was a top talent.

She was a film major and she was going to business school because she thought it would be interesting.

She'd never managed one human in her life, but she was all of the traits that I just talked about, flexible, motivated, curious, passionate, dependable.