Reimagining global onboarding

The business challenge

Regional onboarding experiences had become inconsistent, and the remote format needed stronger interaction and engagement.

My role and scope

• Redesigned enterprise global onboarding content and coordinated consistent delivery across regions.

Key decisions

• Use new-hire interviews to identify friction before redesigning content.
• Pilot in the US before aligning the experience with regional HR business partners.

What I built

• Interviewed new hires about their experience.
• Redesigned content to be shorter and more interactive.
• Piloted the changes in the US.
• For the cultural immersion program, analyzed how leaders discussed Uber’s H2 2021 values and used empathy interviews to connect values, business priorities, and day-to-day decisions.
• Designed peer conversations and small-group workshops moving new hires from awareness to understanding to internalization, using real business challenges.

How I worked with others

• Collaborated with regional HR business partners to create a consistent global experience while preserving relevant local and cultural nuances.

Results and measurement

• 90%+ of new hires completed onboarding within 30 days, as reported in the résumé.
• The cultural immersion program separately saw a 26% increase in new hires reporting that they understood how to apply Uber’s values to daily work after launch. This measures reported understanding, not demonstrated behavior change.

What this demonstrates

Learner-centered design and cross-regional program leadership.