Four years ago, I was fortunate enough to lead Panasonic’s people efforts for the world’s largest startup, the Tesla/Panasonic Gigafactory. As my team was tasked with bringing on nearly half of what would ultimately be a 7,000 employee plant, there were times when we brought on more than 300 new team members per month – a colossal challenge for a factory in the middle of the desert, employing technology completely new to the US, and in a relatively small labor market known more for blackjack dealers than battery engineers.
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