New Hire Onboarding
A new engineer starts Monday. IT was told, probably. Their laptop is somewhere. The benefits enrollment window opened but nobody mentioned the deadline. Their manager meant to write a thirty-day plan and will, eventually. By Thursday the new hire has read the handbook twice, sent three apologetic messages asking where things are, and done no actual work. None of this is anyone’s fault — it is fifteen small tasks spread across nine people and six tools, and the coordination is the whole job.
Skynet holds the whole sequence in one place. It knows what has to happen, which system each step lives in, who owes what, and what is late. It moves the mechanical parts along itself and puts a hand up when something needs a human.
How it works
Encode the sequence once
Write down what onboarding actually looks like: accounts to provision, documents to sign, the training that must land in week one, the intros that matter. Vary it by role and location where it needs to vary. This becomes the plan the agent runs every time, so it stops living in one person’s head.
Kick off on offer accept
When a start date lands, the agent begins. It files the requests in your HR and IT systems, schedules the first-week meetings, and sends the new hire their paperwork with the deadlines spelled out. Nothing waits on someone remembering.
Chase what stalls
Two days out and the laptop request has not moved, or the manager has not written the thirty-day plan. The agent nudges the right person directly, and escalates to HR if it stays stuck. You see status for every hire in flight rather than finding out on their first morning.
Answer the small questions
Where do I file expenses, when does insurance kick in, who runs the design review. The agent answers from your actual handbook and policy docs, in Slack, at whatever hour the question occurs to them. Anything policy-sensitive goes to a person instead of a guess.
Build it from a prompt
Set the sequence up once and it runs for every hire after.
The new hire’s first week goes to their actual job. Their manager spends the time on the thirty-day plan instead of tracking down a badge, and HR stops running the same fifteen-step relay for every start date. The onboarding you designed is the onboarding that happens, whether it is one hire this month or eleven.