UDITIS has developed a three-session onboarding program with a single goal: to ensure that every new hire truly understands what they’re getting into and has the tools to find their place here.
At most companies, the first day is much like the next: a welcome from HR, access credentials to set up, and a list of tools to learn. At UDITIS, new hires spend three mornings with colleagues from accounting, development, and IT. Not to talk about work, but to understand how the company works from the inside.
An onboarding process rooted in our DNA
For the past decade, UDITIS has been operating under a hybrid agile model, inspired by Holacracy but adapted to its own reality. There is no vertical hierarchy and no boss assigning tasks. Everyone makes decisions, takes on responsibilities, and moves forward independently.
This way of working can’t be explained in a single introductory meeting. It’s something that’s passed on. That’s why, in 2020, the U-Agility Circle developed a three-session onboarding program with a single goal: to ensure that every newcomer truly understands what they’re getting into and has the tools to find their place here.
Three sessions, one overarching approach
“The Why” kicks off the program. We trace the origins of the agile model at UDITIS, the reasons behind the choice, and how it translates into concrete actions on a daily basis. We explain how to make decisions, because everyone has the ability to do so—provided they know how. We also introduce Hola Spirit, the tool that structures sprint planning meetings so they remain short and efficient.
“You’re autonomous, but you have responsibilities.”
“The Soi” wraps up the program with a central question: how to thrive in a leaderless environment. Personal leadership, stress management, and above all, the balance between autonomy and responsibility. “People love autonomy for the freedom it gives them. But they often forget the flip side: you’re autonomous, but you have responsibilities.”
“The We’” focuses on people and team dynamics. The PCM (Process Communication Model) helps us understand each person’s profile, communication styles, and reactions under stress. Once an employee has completed their own PCM assessment, they gain access to their colleagues’ profiles. The tool is intentionally restricted to those who have already completed it, to ensure it is used appropriately. The session also covers compassionate communication and a culture of feedback.
What takes time to take root
Feedback remains the most difficult aspect to truly embed as a habit. And behind that lies the tension between freedom and responsibility, which takes time to truly become ingrained.
The repetition of concepts from one session to the next is intentional. Agility doesn’t take root after a single introduction. And for those who went through onboarding several years ago, UDITIS is currently working on a reference booklet—a tangible resource to help them reconnect with the concepts when their memories fade.
A culture that attracts the right talent
UDITIS is recognized in the region as an agile company. That wasn’t the primary goal. The initial vision was simple: for people to feel good and for the company to have a long-term perspective. The company’s appeal came as a natural consequence.
The company is a founding member of La Fabrique de l’Agilité, a Lausanne-based network of companies committed to this approach. It’s a space to share best practices, learn from others’ mistakes, and continue to evolve the model.
