Behind the Brand: Felix

Welcome to Behind the Brand - a series that highlights our employees and the topics within talent acquisition and HR that they are passionate about. In this edition, Manager and Delivery Lead, Felix, deep dives into everything that happens before and during those first few months at work.

We’ve always felt that the people are really what makes Amby, Amby.

Which is why we wanted to create our Behind the Brand - a written series that highlights our employees and the topics within talent acquisition and HR that they are passionate about.

In this edition, we're talking to Manager and Delivery Lead, Felix. HAving joined Amby as an intern in 2020, Felix now leads a team of skilled recruiters and is the go-to contact person for several of our clients. He wrote his Master's Thesis on how rapidly growing tech companies approach pre- and onboarding in Norway, and has since helped define these processes for multiple scale-ups. 

Can you tell us a bit about yourself and your background?

I’ve always been fascinated by what makes people grow and deliver—especially those moments when someone taps into their own motivation and drive. Studying leadership in the Norwegian Armed Forces and working closely with people’s development has played a huge role in shaping my career. Looking back, it’s easy to think that these experiences influenced my decision to pursue a master’s degree in Organizational Psychology and Leadership—to better understand how organizations can foster growth and development.

Professionally, I’ve worked with everything from small startups to big enterprises, helping define and implement recruitment and HR processes. Along the way, I’ve seen both good and not-so-great systems and spoken with hundreds of candidates and employees. These experiences have given me valuable insights into why some people develop and thrive faster than others—and how the right structures can drive both individual and organizational success.

What made you want to work with Recruitment in particular?

When we think about company success, it’s often easy to focus on external factors like product development, go-to-market strategies, and customer acquisition. However, much of the magic actually happens behind the scenes. It’s a commonly held belief that a company’s people are its strongest assets, but how do we ensure they become those strong assets? This is where pre- and onboarding come into play.

I wrote my master’s thesis on pre- and onboarding in rapidly growing tech companies in Norway and have helped define these processes for multiple scale-ups. From my experience, pre- and onboarding aren’t just “nice-to-haves” that HR can handle when they have time. They’re essential for setting the tone, ensuring long-term engagement, reducing the risk of early turnover, and helping new employees hit the ground running faster.

How would you define and approach pre-boarding and onboarding?

Pre- and onboarding are not about “ticking boxes”; they’re about creating an experience where new employees feel welcomed, know where to find information, have reduced ambiguity, and feel ready to contribute from day one.

Another important—and often overlooked—aspect is the value of a well-structured pre-boarding process. Sure, the main purpose is to give new employees a good introduction to the company, but it goes beyond that. In Norway, most companies have a three-month notice period, which can feel like a big void as the employee transitions between two jobs. A proper pre-boarding process—where you share information, introduce teams, and, if possible, grant access to company platforms—can help fill that void. It ensures the new employee feels prepared and ready to succeed.

Why is this so important for retaining top talent?

When people discuss the cost of mishires, we often see varying but significant numbers. However, the impact of mishires goes beyond financial costs. It affects team morale, delays progress, and can lead to further attrition. While I don’t believe a solid onboarding process mitigates all of these risks, it certainly increases the likelihood of mutual fit and satisfaction. For me, there’s something incredibly rewarding about seeing someone join a company and quickly integrate as part of the team.

That doesn’t happen by chance. It’s the result of intentional processes, thoughtful communication, and, most importantly, a genuine commitment to people.

Whether you’re scaling a startup or leading a team in a mature organization, investing in pre- and onboarding is one of the smartest moves you can make. After all, the way someone starts their journey with your company often shapes the way they choose to stay—or leave.

What are some signs companies can look for that it might be time to rethink their pre-boarding and onboarding process?

I think it can be challenging for many companies—especially those experiencing rapid growth—to pinpoint whether their pre- and onboarding processes are truly optimized. But there are a few telltale signs that can help funnel the problem down to these areas. The first question to ask is: “Are we seeing unusually high turnover within the first year of employment?” This is often a clear indication that something isn’t working as it should. A lack of well-structured pre- and onboarding processes is frequently part of the issue.

Another common sign is if new employees repeatedly ask questions like, “Where do I find…?” This usually points to gaps in the information shared during onboarding. Or, perhaps it’s taking much longer than expected for new hires to integrate effectively with their teams.

"Another common sign is if new employees repeatedly ask questions like, 'Where do I find…?' This usually points to gaps in the information shared during onboarding."

I once spoke with an employee at a client company who was thrilled to discover an internal tool that could save him hours of work. The only issue? That tool had existed long before he joined—over a year earlier. Needless to say, we quickly adjusted the information-sharing part of their onboarding process.

While there are many more signs to look out for, I think one of the most effective ways to evaluate your onboarding process is by including employee feedback. Talk to newcomers and ask for their honest perceptions of how the process felt to them. Use onboarding surveys and structured exit interviews to illuminate potential gaps or weaknesses. These small inefficiencies highlighted through feedback can point to larger gaps that, when resolved, make a big difference.

What steps can HR leaders take today to improve their onboarding tomorrow?

Start with some low-hanging fruit—what quick wins do you see that can make an immediate difference? These could be simple, actionable changes like creating a checklist for managers to follow or ensuring all IT equipment and accounts are set up before day one. Even something as straightforward as staying in touch with new hires during their notice period can help fill the void and keep them engaged.

I personally like to keep an open dialogue with new hires before they start, lowering the threshold for them to ask questions. If possible, I also recommend giving them limited access to systems or resources so they can read up or familiarize themselves ahead of time.

For the longer term, I’d propose automating as much as possible. For instance, automating IT setup—like user creation and access granting—can save time a lot of time and ensure people are left out of systems. Beyond logistics, focus on embedding your culture and values into the onboarding experience. Ask yourself: What would you want to feel if you were walking into the office on your first day tomorrow? What would you need socially and professionally do feel comfortable and create impact?

Onboarding can quickly become complex, but I believe the goal should always be to tie it back to engagement. It’s not just about logistics—it’s an opportunity to make new hires feel included and excited about their journey with the company.

Finally, connect these short-term actions to long-term outcomes – and who knows, maybe you’ll start to see improvements in retention or team performance over time.