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Hello, my name is Kate Heddleston. This talk is called 'Technical Onboarding, Training, and Mentoring', and it was originally written and co-presented at PyCon with Nicole Zuckerman, who is not here today. She is a software engineer at Eventbrite. I usually work at very small early-stage startups, and have never joined one larger than 12 people. I join companies that typically don’t have structured onboarding processes.
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This talk focuses primarily on junior engineers. Although many of the concepts can be adapted for mid-level or senior engineers, we specifically address junior engineers due to the numerous code academies training new engineers. Companies are having difficulties integrating these junior engineers into their organizations. Onboarding is the process of transitioning someone from outside the company to becoming a confident, independent, and productive member of your team.
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I believe autonomy, independence, and confidence are crucial for new engineers. Autonomy is a major motivator. I have two somewhat depressing anecdotes that highlight its significance. The first example comes from prison systems. Researchers discovered that allowing inmates to make small decisions, like choosing a TV channel or rearranging their furniture, significantly reduced prison riots. This demonstrates how autonomy contributes to stability and peace.
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The second anecdote is about nursing homes, where individuals often lose autonomy in the name of providing good care. Studies have shown that residents with choices—such as what to eat or performing small chores—live significantly longer than those with no choices. Autonomy not only enhances motivation but is also vital for well-being and happiness.
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Next, let's discuss confidence. Confidence is fundamentally the belief that you are valuable. There's a well-documented phenomenon called 'stereotype threat,' where individuals tend to perform according to the stereotypes associated with their group. For example, studies have shown that if male students are reminded that boys are better at math before taking a test, they perform better. Conversely, if reminded that females are better at math, females outperform males.
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This highlights how belief in capability influences performance, regardless of the accuracy of the stereotype. Therefore, I want to emphasize that onboarding should not be postponed—it should be prioritized now. The benefits of effective onboarding can be immediate and substantial.
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There are four major categories to consider when discussing the importance of onboarding: the individual, the company, the immediate team, and diversity. For individuals, acquiring skills and confidence is essential for their professional growth. Additionally, companies incur significant costs when losing an engineer, which can be up to 1.5 to 2 times their annual salary.
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If engineers are not productive due to lack of onboarding, it results in lost revenue. Companies must ensure that adding new team members does not hinder overall productivity. Effective onboarding positively influences the bottom line, allowing new hires to contribute effectively from the start.
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The dynamics within a team are vital as well. When new members join, they introduce fresh perspectives. Each addition changes the makeup of the team, making it essential to share team values and procedures. This ongoing communication is necessary as the team scales. Good onboarding contributes to a shared understanding, ensuring that every member is aligned in their goals and direction.
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Treat onboarding similarly to automation processes—it requires initial investment but pays off exponentially over time. The sooner it is implemented, the more seamless future integration becomes. It’s better to build up training incrementally rather than attempting a major overhaul later. My favorite metaphor for this principle involves the idea that teamwork can achieve success in ways that individual talent alone cannot.
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As a bonus category, we must also consider diversity. Using Dr. Seuss's story about the Sneetches as an allegory, diversity encompasses various dimensions beyond just race and gender. Introverts and extroverts, or people with varying interests, also contribute to team dynamics. Solid onboarding processes are essential to integrating diverse talents and perspectives, allowing all members to feel included and valued.
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Everyone should engage in the onboarding process. It’s a shared responsibility; even those who just joined the team can contribute meaningfully in guiding new hires. The mentor-mentee relationship should be supportive, emphasizing that even less experienced members can provide valuable insights.
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Onboarding is a continuous process beginning from the moment an offer is accepted and carries on until the new hire can operate independently. This varies by role; junior engineers might take six months to become fully acclimated, while seniors may adjust quickly. The core of onboarding is to support new hires in becoming reliably independent.
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Establish a structured onboarding plan, which should include various phases focusing on technical knowledge, cultural integration, and personal development. Each phase can be customized to meet the unique needs of the team and the individual, ensuring that all aspects of the onboarding experience are addressed.
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The onboarding plan should cover setting up the development environment, shipping code, and establishing a social connection with coworkers. Ensuring that new hires can ship code quickly instills confidence and demonstrates the feasibility of their new role. Social interactions help to create a comfortable environment, easing integration into the team.
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After shipping initial code and getting acquainted with coworkers, it is crucial for new employees to start engaging with the team more deeply. Understanding the company’s history, their team structure, and participating in collaborative projects further fosters a sense of belonging.
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Finally, as new hires grow more comfortable, it’s important to encourage their personal development and self-direction regarding their career paths. Providing resources for goal setting and feedback sessions helps new engineers chart their course within the company and develop professionally.
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Assessing the progress during and after onboarding is equally crucial. Creating a culture of open feedback—both positive and constructive—will help engineers understand their strengths and areas of improvement, ultimately fostering a growth mindset.
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In summary, effective onboarding focuses on making individuals productive, independent, and confident, creating long-term benefits for every stakeholder—employees, companies, and teams. Diversity and contributions from all team members enrich the onboarding experience.
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Finally, I work for a company called RunScope, which produces development tools that assist users in monitoring APIs. If you're interested in our cool t-shirts, feel free to reach out. Thank you for your attention, and if time permits, I’d love to address any questions you may have.
