Introduction
Nearly a 12 months in the past, in late 2020, Twilio closed on its acquisition of Phase, a buyer knowledge platform. For design director Hareem Mannan, the information prompted a robust second of introspection. “All kinds of parents on the Phase facet actually took a step again to mirror on how we obtained to this achievement and what made every staff on the firm particular,” she says.
Mannan had joined Phase again in 2018, however rapidly climbed the ranks as the corporate grew — her spectacular trajectory contains stints as a person contributor, design supervisor, Head of Product Design, and finally Director of Design and Product in simply three years. “I’ve been fortunate to at all times have managers who believed I used to be extra succesful than I believed I used to be,” she says.
After I first obtained to Phase, I obtained the recommendation that the job will probably be as huge or as small as you make it. I’ve taken that to coronary heart and tried to be a warmth map to the largest issues I might remedy in any given second.
Amidst this rapid-fire rise, she partnered with of us everywhere in the org chart, from completely different product areas, profession ranges and progress levels, giving her a close-up lens on among the largest challenges going through high-impact design groups. Alongside the way in which, she’s dished out heaps of design recommendation as an teacher and on her personal private weblog for different heat-seeking designers. Loads of startups deal with hiring standout IC designers however don’t put as a lot thought into the development to design supervisor and director. On this unique interview, she ties all of the threads collectively from every step of her profession at Phase and delivers tailor-made recommendation for every step in a designer’s profession path.
For IC designers earlier of their careers, she articulates the three particular qualities she persistently sees throughout the very best performers, together with one under-appreciated ability not typically mentioned in design circles. She additionally attracts on her ample expertise hiring for rising groups, with ideas for job hunters on easy methods to stand out throughout interviews and the slide it is advisable embrace in your portfolio assessment.
For design managers and administrators, she displays on the three qualities that stand out amongst essentially the most impactful leaders on her staff, notably their deftness for navigating cross-functional partnerships and boosting belief with their direct reviews. She additionally attracts on her personal missteps as a first-time supervisor, and shares why a concern of micromanagement induced some unintentional complications. Lastly, she presents her recommendation on growing an interview loop that surfaces designer candidates with excessive alerts for her three must-have traits, alongside together with her ultra-tactical information to onboarding with function. Let’s dive in.
Loads of designers earlier of their profession have sketched out their profession objectives and are desirous to be a sponge for items of knowledge from higher-ups. However oftentimes, after years of managing later-in-career direct reviews, of us increased up on the org chart have begun to lose contact with the distinctive challenges and alternatives going through particular person contributors. Solely a few years faraway from being an IC herself, right here’s how Mannan articulates the traits of the most effective IC designers:
1. Nice designers are product high quality ambassadors.
As Mannan places it, the most effective designers are wonderful advocates for what a great expertise seems like throughout your complete product stack. To additional illustrate this level, she leans on what she admits is an overused, however apt analogy. “I like to consider product high quality as an iceberg. On this case, the tip of the iceberg that’s peeking out of the water is the a part of the design that you may see — the consumer interface that prospects work together with,” says Mannan.
Dip beneath the floor of the water, and also you’ll see the muse of product high quality — past pixels and buttons. “Are prospects capable of really accomplish what they got here right here to do? Are they in a position to make use of the APIs that they need? The very best designers that I’ve seen at Phase actually have a look at that complete iceberg from prime to backside. Whether or not that’s desirous about the visible design or the product design, and even engineering workflows — they don’t simply deal with their very own work, however evangelize to different areas of the product as properly,” she says.
Nice designers perceive the distinction between problem-solving and problem-hunting.
Mannan sketches out an instance to additional illustrate sizing up the entire iceberg. “There was a time period when Phase obtained the suggestions that the product was a little bit of a black field — you ship knowledge via Phase, and you’ll’t actually see what’s taking place to it. We simply promise you that we’ll ship it to all of the locations that you simply need to ship your knowledge to,” she says.
Cue the product and engineering of us clamoring to sink their tooth into the issue. “What’s taking place to the information because it flows via Phase seems like a product and engineering drawback, but it surely’s really a design drawback. So a few designers on our staff obtained along with our researcher and actually mapped out the journey of a knowledge level because it goes via Phase. It’s not a standard interpretation of design, and it’s not work that our prospects can see,” says Mannan. “Nevertheless it’s a transparent illustration of what it means to put money into product high quality — desirous about the journey of a knowledge level and the place it’s vital to floor to our prospects as they get a greater sense of what’s taking place below the hood at Phase.”
Mannan doesn’t count on designers earlier of their profession to deliver a finely-tuned sense of product high quality — the 1st step is studying good from nice. “You possibly can’t be a product high quality ambassador should you don’t totally perceive what nice product high quality seems like. So spend a few years studying easy methods to evangelize and create the product high quality that you simply need to see,” she says.
The subsequent step is bringing people together with you. “Being a product high quality ambassador signifies that you are not simply evangelizing that inside your personal product space, but additionally ensuring that different individuals are additionally high quality ambassadors round you so that you simply’re constructing this refrain of what beauty like in your organization,” says Mannan.
2. Nice designers are the glue throughout product areas.
Throughout firms of all completely different sizes, Mannan sees one specific drawback crop up repeatedly. “Oftentimes design operates in what’s referred to as an embedded mannequin, with designers sitting on particular product groups which have completely different charters. And it may be simple to fall right into a sample of working inside a silo of your personal product space with out pondering holistically concerning the end-to-end buyer expertise,” she says. “That’s the place design can play a extremely particular function in guaranteeing that there’s somebody desirous about the horizontal product expertise, not only a sequence of vertical ones.”
Right here, she factors to one of many largest variations between design and its product counterparts. “When you concentrate on what makes a great product supervisor profitable, it tends to be how properly they do of their particular person vertical product — driving characteristic adoption or growing retention. However in design, success is commonly measured by how we take into consideration the holistic end-to-end buyer expertise. The very best designers I’ve discovered actually lean into attempting to be that glue between vertical product areas, discovering alternatives for folk to collaborate to resolve these horizontal issues,” says Mannan.
The important thing right here is for design leaders to create an atmosphere for designers to constantly share their work with each other. “Even on a smaller staff like Phase, we are able to have three completely different groups locate the identical buyer drawback — how can design function that unifying voice?” she says.
We will’t count on designers to be pondering horizontally in the event that they don’t know what’s taking place subsequent door.
Mannan admits that this visibility into the end-to-end buyer journey has develop into trickier within the shift to distant work. “It was loads simpler to show your chair round and share your work. After we first went distant, that was one of many first issues I struggled with in main the staff — it felt like everybody was working in a vacuum. We couldn’t depend on natural collaboration and wanted to create intentional constructions of visibility on the staff,” she says.
Her staff depends on two separate touchpoints that cowl what Mannan calls the 2 streams of design work: uncover and construct. “The uncover stream is concerning the high-level existential questions you’re turning over — like ‘Why do prospects churn? What does it imply for folks to purchase this product? The place do they get tripped up in implementation?’ These tasks can take weeks or months,” she says. “Whereas construct is iterating on a particular characteristic alongside a undertaking supervisor and engineers.”
To sync on the uncover facet of the coin, each Monday morning every designer on Mannan’s staff fills out a doc posing two questions:
What issues are you pondering via this week?
What are areas of potential collaboration with different designers?
“It’s all about deliberately designing a gathering to drive visibility. You scroll via the doc and also you notice that another person has additionally been desirous about onboarding flows,” she says.
Tactical tip: Along with a weekly formal sync each Monday, loads of design leaders will need to borrow her light-weight concept for the construct portion: “A quite simple and small instance with an outsized influence was making a Slackbot that pings the design channel each Wednesday morning asking each designer and researcher for a screenshot or hyperlink to one thing that you simply’re engaged on that week. It’s been an unimaginable mechanism for visibility in a distributed staff,” says Mannan. “So many conversations are spurred Wednesday morning, like asking for fast suggestions on a undertaking or of us realizing they’re engaged on related issues.”
Don’t simply depend on formal mechanisms for visibility — search for light-weight alternatives that enhance collaboration.
3. Nice designers perceive the go-to-market movement.
As Mannan places it, this third pillar is essentially the most underrated in design circles, notably for B2B SaaS designers. “Understanding the GTM turns into a bit much less related for a designer at DoorDash, for instance, as a result of there’s not a special purchaser and a consumer. If I’m ordering my meals, I’m additionally the one paying for it. However for SaaS merchandise that’s not the case — and that’s the place understanding the excellence between the customer and the consumer turns into particularly vital,” she says.
The gravity of this third trait extra clearly crystallized for Mannan when she first joined Phase. “I initially joined this staff referred to as ‘Personas,’ which is considered one of Phase’s flagship merchandise. On the time it was like 5 sweaty dudes in a room, attempting to determine this prototype they’d constructed,” she says. The primary six months she spent doing what she calls bottom-of-the-funnel usability work. “Principally desirous about how folks had been utilizing the product that had already existed — the place they had been getting caught, why they weren’t implementing it, what was going properly, why they churned, all questions prompted after they purchased the product. What I used to be lacking was top-of-the-funnel usability — why folks purchased us within the first place,” says Mannan.
That unlock got here a bit accidentally. “My product supervisor on the time invited me to go on a gross sales journey to New York and sit in on some analysis visits with current prospects. Throughout that journey, I ended up by chance tagging alongside on plenty of gross sales calls with prospects. I nonetheless bear in mind the primary second after I heard Phase Personas be pitched in a gross sales assembly — my thoughts was completely blown,” she says.
“Part of me was like, ‘I can’t consider we’re pitching it this fashion. I don’t know if what we’re constructing totally aligns with the promise that we’re making right here.’ I saved desirous about the entire issues I might do otherwise had I understood the enterprise end result that each one these prospects had been driving in direction of,” says Mannan.
Her first order of enterprise after coming back from New York was to take a seat down with an engineer and utterly re-imagine the core product expertise. “I now had the context into why they purchased us within the first place. It sounds abundantly apparent, however while you’re a designer you’re typically knee-deep in a set of options somewhat than zooming out to why it was bought to start with,” says Mannan.
Too typically designers deal with speaking to prospects that exist already, not prospects or prospects that might exist.
Alongside those self same traces, she encourages designers throughout the org chart to regulate the competitors. “It is vital to do aggressive evaluation and higher perceive not simply how your opponents are investing of their product, but additionally how they’re framing it,” she says. “Model designers typically take into consideration how opponents body their product, but it surely’s crucial readability for the product designer perspective as properly.”
Mannan units the tone with all new designers who be a part of her staff to assist them develop that GTM muscle. “Within the first few weeks of onboarding you’ll have loads of R&D targeted 1:1s, however I additionally wish to onboard designers with a set of GTM of us who’re high-touch with prospects and chock stuffed with insights. I’ll companion new designers up for onboarding with a options engineer, which may really feel out of pocket for designers who usually are not used to desirous about the GTM movement or haven’t labored with a options engineer earlier than. Nevertheless it rapidly turns into some of the precious partnerships that designers have on the firm as a result of they’ve a special angle on among the similar forms of issues,” she says.
Simply over a 12 months after becoming a member of Phase as a person contributor designer, Mannan was promoted to design supervisor. It was a steep studying curve, shifting from an everyday cadence of delivering tangible design property — Figma information, wireframes, usability take a look at outcomes, and consumer interview notes — to a calendar jam-packed stuffed with conferences. Now, as a manager-of-managers, she’s taking over the work of empowering different managers in her org to construct the staff infrastructure that permits designers to thrive and produce high-quality work. Right here’s how she articulates the traits of nice design managers:
1. Nice design leaders run in direction of issues.
“The primary issues that I wish to see from a primary design supervisor candidate are of us who’re actually targeted on bettering the staff, even when it isn’t your duty. Whether or not that’s saying, ‘Hey, our design critique course of is damaged — let me repair it.’ Or, ‘I believe we might run this assembly a bit higher — right here’s an concept.’ It’s about figuring out and taking possession of operational or cultural processes,” says Mannan. “Nice supervisor candidates sign that they’re multiplicative, as a substitute of specializing in their particular person output. They perceive that work isn’t one thing that you’re owed, however one thing you create. When there are such a lot of buyer issues to assist remedy, how are you driving readability and influencing the product roadmap?”
She additionally seems for folk who construct bridges cross-functionally. “We discuss loads about design after which we discuss loads about designers, however what we do not typically discuss is that design managers spend plenty of their time with cross-functional leaders. It’s worthwhile to construct belief together with your cross-functional friends early on and affect tasks. How is a staff higher since you had been on it, whether or not there have been designers or not on that staff?” says Mannan.
If designers are interested by transferring into administration, a fantastic place to begin is by getting exterior of their swim lane.
2. Nice design leaders take into account the org horizontally.
And whereas nice designs apply a horizontal lens to the product suite, standout design managers assume horizontally about a company. “It’s an enormous unlock when you begin to internalize the horizontal nature of your function — being that glue and constructing bridges for designers and PMs and so forth, to collaborate,” says Mannan. A number one indicator that you simply’ve obtained a primary candidate to maneuver right into a administration function? Curiosity. “Plenty of nice designers is perhaps regionally interested in their craft or their buyer, however they typically do not apply that curiosity to what the Director of Gross sales is as much as, or a brand new pricing undertaking, or why are we transferring upmarket versus horizontal enlargement? Once you discover these folks which might be curious and so they ask a zillion questions, they’re typically a pressure to be reckoned with,” she says.
3. Nice design leaders construct high-trust environments.
As a designer, suggestions and critique is part of the job description, so design managers should take further care to construct a high-trust atmosphere. “I see that utilized in just a few completely different contexts. One is that designers should not really feel like they’re being micromanaged, however one other is that designers ought to belief that they’ll go to that supervisor and provides them suggestions on one thing they want was going higher. Or designers ought to be capable of really feel like they might cry to their supervisor — and it is protected for you and it is an atmosphere for you to have the ability to try this,” says Mannan.
A number one indicator of a high-trust supervisor? Being a expertise magnet. “We had a bunch product supervisor of considered one of our largest merchandise and he or she lately determined that she needed to be a designer, which is a really untraditional profession shift. She was so excited to be taught that the function could be below one specific design supervisor as a result of he had an impeccable fame for unlocking the very best potential on his staff,” says Mannan. “The power to draw expertise, not simply externally, but additionally internally the place you’ve got created a fame the place product leaders are excited to work not simply with you, however below you.”
Mannan factors to efficiency administration as fertile floor for flexing these high-trust muscle tissues. “If there’s a efficiency drawback with a designer, it’s actually vital that I’m trustworthy with how I’m displaying up or how my design managers are displaying up for that individual. Are we creating an atmosphere for that individual to be productive and impressed?” she says.
She additionally factors to a few key questions that have to be answered earlier than opening up a dialog about efficiency. “You’ve obtained to begin with your personal self-evaluation as a supervisor. Is there plenty of staff churn or thrash? Has it been actually distracting at work currently? Have we switched up the tasks 4 occasions? And do we now have unrealistic expectations of the individual within the first place? For extra junior designers, what nice seems like is simply doing precisely what your PM and engineering companion want you to do. You generally is a lot extra reactive to the work that’s coming down the pipe,” says Mannan.
She leans on her scientific background (earlier than pursuing design, she was a biology pupil and performed Alzheimer’s analysis) to information her perspective on efficiency. “Earlier than a proper efficiency dialog takes place, there ought to have been a number of 1:1s which have articulated the issue and tried to diagnose it. In science, you isolate the variable and repeat the experiment. Earlier than you perceive if there’s a efficiency problem, attempt to isolate the variables that is perhaps complicating it. Perhaps the designer is getting tripped up on a very thorny undertaking, or it’s a more durable PM to work with,” says Mannan.
Don’t let a concern of micromanagement cease you from serving to your reviews develop.
When she first agreed to tackle a managerial function, like loads of first-time managers, Mannan piled a contemporary stack of books on her nightstand. “I learn all the things I might get my arms on, and again and again of us talked about not being a micromanager. I used to be so allergic to micromanaging that I ended up under-managing, which was in all probability the largest place I failed early on — to the detriment of my direct report,” she says.
When folks actually concern micromanaging, because of this, they typically find yourself not managing sufficient.
To string the needle between micro- and under-managing, Mannan unpacks just a few of the constructions she’s applied at Phase — notably when somebody on her staff is struggling. “If a designer isn’t doing work that’s on the visible high quality that I count on, micro-managing would possibly appear to be this: Each 1:1 I pull up the design, give them my in-depth opinion and critique. That’s probably not my type. As an alternative, I desire to create mechanisms for peer accountability or gates for high quality,” she says. “You possibly can create instruments and mechanisms in your staff that permit for that high quality bar so that you’re nonetheless capable of ship high-quality work as a supervisor, with out having your arms in all the things.”
That meant shoring up her staff’s design critique course of, with a predictable weekly cadence. “One of many first issues I did to scale critique was implementing design workplace hours with design leads. I by no means need of us to say they did not have a possibility to get suggestions on a chunk of labor. After I felt just like the work of a direct report was not of the standard I count on, as a substitute of utilizing my 1:1 time critiquing, I might ask them to go to workplace hours that week. Generally I’d chat with the person who was main the workplace hours and allow them to know the challenges I used to be seeing and the place I’d wish to see enchancment, with out dictating precisely easy methods to get to that finish outcome.”
She additionally made it a precedence so as to add extra social touchpoints throughout the staff, which works hand in hand with scaling alternatives for critique. “Each design staff proper now’s rising — individuals are onboarding in droves to new firms. It’s actually onerous to offer or get crucial suggestions when you do not know the one who is delivering that suggestions,” she says.
Now, each different week, the Phase design staff has “Design Hangout,” with the purpose to get of us extra comfy with one another. It might not sound like design-specific recommendation, however Mannan sees an outsized influence. “I might say that Design Hangout and doing one thing enjoyable collectively as a staff each different week has carried out extra for design high quality than even design critique itself. As a result of now I discover that designers I did not even know had been pleasant with one another are assembly and sharing their work. As a pacesetter, it’s your duty to create that atmosphere,” says Mannan.
You possibly can’t count on critique periods or workplace hours to work until you create boards for folk to attach with one another socially, in order that they’re comfy with utilizing these boards to start with.
Like almost any interview course of, Mannan’s hiring loop begins with a name between the hiring supervisor and the candidate. Her main purpose with this preliminary touchpoint? To verify the candidate’s profession objectives align with the work Phase produces. “I need to get a way of how the designer thinks concerning the work that they’ve carried out and the way they’re in B2B. Someone who’s selecting to spend the subsequent few years designing Phase and never designing the subsequent Snapchat is a special sort of designer. The UI, visible and product challenges that we’re tackling will be robust to onboard onto, particularly should you’re a nontechnical designer,” she says.
Hiring managers: Be aware of the pressure in your staff’s time.
A phrase of warning right here — be very cautious about your passthrough fee throughout this part. “It may be simple to mainly transfer each single candidate ahead. There was a time period the place designers on my staff had been interviewing 5-6 occasions per week. I might finish a hiring supervisor name and say, ‘You recognize, they did properly sufficient — I need to see extra.’ It’s an costly mistake I made early on,” says Mannan. “I spent a lot of my staff’s time interviewing candidates I used to be lukewarm about, as a substitute of shouldering that due diligence early on — treating it as a qualifier name as a substitute of an intro name.”
The aha second got here when she obtained some robust love. “I had a fantastic recruiting companion who lastly stated to me, ‘Hareem, consider every interview as precious time that you simply’re asking not simply of the candidate, but additionally of your personal staff.’ Progressing candidates via appears like a simple and high-quality factor to do, however can have some actual unfavourable results,” says Mannan.
Candidates: Each portfolio presentation ought to embrace these two parts.
Subsequent comes the portfolio assessment, the place designers current work from earlier roles. “We’re primarily testing for 2 issues right here: In fact, the standard of the work. Because the candidate explains the tasks they selected to focus on, you can begin to get a way of how deeply they considered the issue, the visible design, and the wants of the enterprise,” says Mannan.
Circling again to considered one of Mannan’s prime three designer traits, she’s additionally in search of of us who will collaborate exterior their swim lane. “We take note of the extent to which they discuss concerning the companions they teamed up with on the undertaking, notably product and engineering,” she says. Drawing on her expertise as a panelist throughout dozens of portfolio evaluations, she shares just a few ideas for design candidates prepping their shows.
Don’t skip over the steps: “I bear in mind one candidate actually targeted on ensuring the portfolio panelists understood each step of the design course of the candidate used. Anchor your presentation on particular steps so we’re capable of comply with together with precisely the place you had been alongside the journey — what had been the deliverables? Who had been your collaborators? What key outcomes had been you attempting to drive? It appears small, but it surely helps the staff that has in all probability sat via dozens of portfolio shows comply with alongside together with your thought course of. Don’t count on us to learn your thoughts.”
Anticipate the “buts”: “Given the character of how firms work, you is perhaps presenting on one thing that by no means shipped, otherwise you didn’t measure the success the way in which you’d need to — all kinds of various variables. Nice portfolio shows anticipate these ‘Effectively, you didn’t cowl X’ or ‘I didn’t get to see Y’ rebuttals from the panelists. I counsel a slide that talks via the entire stuff you would have carried out otherwise. You’re beholden to your circumstances, however you will get forward of that by recognizing and acknowledging the place a undertaking may need been restricted and the place you may need approached X, Y and Z otherwise below extra perfect circumstances.”
Hiring Managers: Loop in your cross-functional companions.
The third key piece of Mannan’s interview loop probes for what she sees as essentially the most underrated designer high quality — understanding the GTM movement. “I’ll admit it’s virtually inconceivable to check for and tends to be one thing that I educate when of us onboard at Phase. However there’s one particular interview we do, referred to as the method and collaboration interview, which helps us achieve sign into how somebody would possibly method these GTM partnerships,” she says.
Sometimes it begins with a researcher and a product supervisor presenting an issue to the design candidate. “The purpose is that over the course of 45 minutes the designer walks us via how they’d method that individual drawback. There’s no take-home side, we use a digital post-it software now in COVID occasions. We ask the designer to map via every step of their journey. Do they begin by speaking to prospects? How do they validate what they’re engaged on? What sort of analysis questions do they ask? Would they even ask analysis questions? How would they companion with product and engineering?” she says.
Essentially the most promising interviewees, in line with Mannan, are capable of create order from chaos. “I would like of us to have an opinionated construction on what their design course of seems like. ‘The 1st step, I wish to deeply perceive the issue — right here’s what I might do. Step two, right here’s how I might begin to perceive what our prospects assume. Step three, right here’s how I might prototype one thing that we might produce rapidly and be taught from,’” she says. “Plenty of of us aren’t capable of articulate these steps, and that’s the place they get tripped up. The oldsters that may current with readability are sometimes the parents which might be greatest primed to be paired up with a options engineer or an account govt.”
Light-weight concepts for making onboarding productive and enjoyable.
Reflecting on the final couple of years including new of us to her design groups, Mannan admits that the onboarding ramp has gotten steeper. “Onboarding for us has modified twofold — one, becoming a member of a technically advanced firm remotely has shifted the methods wherein we are able to ship nice onboarding. Two, with the acquisition, you’re not simply attending to know Phase, you’re additionally attending to know Twilio,” says Mannan.
To easy the trail, every staff information onboarding periods that share who they’re, how they work, what they work on, which new of us can watch throughout their onboarding interval. Mannan’s additionally a giant believer in complete 30, 60, 90 onboarding docs with clear and measurable objectives and expectations.
However considered one of her largest classes in onboarding is that it’s vital to offer of us the area to direct their very own studying. She sketches out a latest instance of watching two designers onboard in tandem. “One among them was a progress designer who spent the primary two weeks making a complete map of how prospects onboarded to the product, with all of the areas that she felt she might enhance. It was extremely helpful for her to create that visible artifact to higher perceive the product and the consumer flows — it’s nonetheless a deliverable that’s powering her staff’s tasks at the moment,” says Mannan.
That onboarding path is contrasted with one other newer designer: “She ended up creating a protracted doc of who’s who within the firm, primarily doing a light-weight model of consumer analysis into completely different of us at Phase. ‘How did you get right here? Why did you be a part of? What groups are you on? What are the largest issues you’re going through proper now?’ As a extra senior designer, it made sense for her to spend that point investing in cross-functional relationships, somewhat than investing in a particular product space,” she says.
Tactical tip: The ultimate piece of onboarding at Phase is a latest addition to the stream, however rapidly turned Mannan’s favourite. “We’d realized that we had been doing a great job operationally of getting of us onboarding to the product of what Phase is and who’re the folks on the firm. However the heat side was lacking as soon as we shifted to distant,” she says. “We began a sequence referred to as ‘Expensive New Designer,’ the place each designer on our staff writes a letter to the brand new designer becoming a member of, sharing what they want they did or want they knew after they had been onboarding.”
It’s a tactical tip that goes hand in hand together with her choose-your-own-adventure onboarding type. “It’s an entire hit with each single one who’s joined as a result of individuals are capable of take that onboarding doc that’s chock stuffed with concepts after which determine how they need to method onboarding primarily based on their function, who they’re, and the way they wish to be taught,” says Mannan.
This text is a lightly-edited abstract of Hareem Mannan’s look on our podcast “In Depth.” In the event you haven’t listened to our present but, you should definitely test it out right here.
Pictures by Bonnie Rae Mills.
