[tidepod12]

>more likely a mix is going to be a good setup.. where very likely new people should expect to be onsite for fairly extended periods of time until they have a much better sense of what to work on

The model that I have seen with moderate-to-great levels of success at the large consulting companies (which have long had a strong remote work culture) is that the companies schedule new hires so that all new hires start at the same time every year, and for "new hire training", the company rents out an entire hotel for 2 months and has all new hires stay there. Those 2 months then are a mixture of intensive job training and social events.

By the end, all of the new hires have received plenty of training, had good conversations with managers/leadership about what type of work is expected, and IMO most importantly, have had a chance to make very strong bonds with coworkers that then become your "cohort" for the next 1-2 years that you can ask questions about work, collaborate, commiserate, or even become friends outside of work. The strong bond developed over those 2 months is important because that "cohort" is then more likely to stay in contact even after splitting up to work remotely.

I went through such a training program at the beginning of my career and it was the best company onboarding experience I've been through, not only in terms of personally enjoying it, but also just from the perspective of setting me up for success at the company and in my career.

[meken]

What company does this?

[tidepod12]

The large consulting companies that I'm aware of (MBB and Big4) have (or had, pre-covid of course) some variant of it. For example, Deloitte built a resort hotel near Dallas and branded it "Deloitte University" for the purpose. I know PwC did yearly training in Orlando for new consulting hires that are hired from college campuses. I believe Accenture does something similar in Chicago at the "Q Center" (though only for ~1 month).