Onboarding
Page Summary: Onboarding checklist for officer team and employees, ongoing performance evaluation guidelines.
CEO onboarding process
Once a CEO has accepted an offer to join a company, the onboarding process begins.
A start date is determined and offer letter and ECIIA are signed.
The CEO is entered into the company’s EOR and the CTO approves the EOR contract. Once completed, the CTO can then message the company’s accounting team to signal a deposit is needed for the EOR account.
The CTO adds the CEO to the following company systems:
Email
Slack
Password manager
Virtual mail
OCV team coordinates Office Hours, Group Office Hours, and schedules the CEO’s first-day onboarding call.
OCV team adds CEO to the company drive and email groups.
Week prior to joining, the CEO is invited to OCV Ops.
On the first day the CEO meets with the OCV team for orientation and is introduced to other founders, the accounting team, GP team, registered agents and the legal team which will kick off the 83b process if the CEO chooses early election.
Offer letter for USA based hires
Before adding a new hire into the EOR, Founders create an offer letter in Greenhouse and route for approvals on equity.Founders only instructions for offer letter
Onboarding to EOR (Employer of Record) or Contracting Agreement
Once new hires sign their offer letter, Founders create the contract and onboards new hires to the partner Employer of Record organization (EOR) under the company’s own account.New hire will complete the EOR onboarding process and sign the employment agreement prior to the start date.Background Checks are done by the EOR after all documents have been uploaded with the following exceptions:
New hires of Germany, France, Israel, and Ireland will go through a separate background check provider.
Onboarding: Add the new hire to the EOR. NOTE: A minimum of one week is required to onboard most new hires. Confirm timing with the EOR before committing to a start date with the candidate. Founders only: follow this process.
Non-US Contractors Agreements
Contractors onboarded through the EOR platform (as non-invoicing contractors) will first complete the COR (Contractor of Record) contracting agreement via the vendor platform.Founders must then provide the non-US contractor with a separate PIIA (Proprietary Information and Inventions Assignment) to be signed and stored in the contractor’s HR folder. This PIIA is sent to contractors via the company ATS platform used for hiring. See instructions.This standalone PIIA offers critical protections beyond the standard language included in EOR agreements and represents an important element of proper diligence for future investors.
Part-Time US Contractors
For U.S.-based contractors engaged on a part-time basis or for a limited scope of work, founders should use the standard consulting agreement located in the company’s Drive under ToolKit > Legal Forms. This contract will include an IP clause approved by the company’s legal team.
Hiring manager’s tasks for onboarding
1. Laptop ordering
See information on purchasing laptops for the company’s workers in the page below.
As part of new hire onboarding, hiring managers are responsible to buy laptops for new employees. Here are the steps and recommendations for the standard practice.
Considerations Regarding Provisioning Equipment to Contractors
Best practice provides that contractors should use their own equipment for work. OCV companies are not obligated to provision equipment to contractors. However, the company may, at the discretion of the CTO / CEO, lease a contractor the necessary equipment required to effectively perform their work for $1 USD. This includes laptops and other essential hardware. In these situations, it may be necessary to advance funds to the contractors to purchase the equipment in their country. The company retains ownership of the equipment when the contractor is no longer working with the company.
Founders only: Sample Template Agreement for leasing equipment to contractors
Laptop Recommendations
OCV recommends Apple Macbooks as the standard laptop for most employees as a standard for our portfolio companies.
Macbook 14-inch, 512 GB for non-engineering roles
Macbook 16-inch, 1TB for engineering roles
Steps in purchasing Apple Computers
When possible, purchase equipment for new hires before their start date to ensure they are fully equipped on day one. The equipment can be expensed prior to their start date.
Confirm the delivery address with the new hire .
Use the company expense account credit card to make the purchase on the respective apple website of the delivery country.
Alternative Laptop Selection
There are some cases that Macbooks might not be the right fit for the company or new hire. In these cases, please purchase the company preferred laptop from the brand that best fits the needs of the company.
Reimbursement on Laptop Purchasing
Where there are limitations in local ability to purchase laptops, the new hire should purchase the laptop themselves and be reimbursed through the company’s payroll.
Limitations include:
Foreign credit cards are not accepted by the website
Delivery not available
Tracking Fixed Assets
Laptop purchases are to be tracked by the hiring manager who can modify the fixed asset tracker template and save to the company’s drive for ongoing company equipment tracking.
2. Internal communication tool
Hiring Manager is responsible for adding new hires to the company’s internal messaging system (e.g. Slack, GChat, Discord).
Only company founders (CEO & CTO) should be added to the #ocv-company Slack channel. A separate channel should be created for any additional team members to facilitate communication with their founder(s).
3. Systems
Hiring Manager will onboard new hires to the workspace email and password manager system.
Other systems
Hiring manager also sets up any additional systems (e.g. GitHub, Jira, AWS) specific to the company and/or team that the new hiring is joining.
Additional references
[Company] is an all-remote company with employees not localized to a single office.For employees new to all-remote work, the following guides may be helpful:
Performance Evaluation
Engineering
Ramp-up time
3-month ramp-up time if unfamiliar with the product.
Expect an additional 3 months if unfamiliar with the language and/or framework.
Performance Indicators
There’s no single ideal metric for measuring engineering performance but measuring merge request, or pull request, (MR/PR) rate is the best metric to start with.
MR Rate
MR Rate measures impact by tracking how many changes an engineer is able to merge into the production code base. Start by setting a baseline of 20 MRs per month per engineer for early-stage companies. Evaluate all engineers against the baseline metric and avoid comparing engineers to each other. Productive engineers will meet the baseline, unproductive engineers will not.
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