
2009-2013: Uber started as a black car service with a highly manual driver onboarding process, run by local Driver Operations (dOps) teams.
In mid-2013, UberX was launched—targeting everyday drivers and creating a massive opportunity for growth.
However, Uber’s operations were still not scalable at the global level, and we needed an automated, self-serve onboarding solution to match demand.
The top priority was to increase the number of drivers in every market as quickly as possible to meet surging demand.
First, we identified the key components for onboarding:
We broke the process into logical stages to make it as simple as possible, using clear language to explain complex requests (like background checks).
Our original assumption was that drivers would mostly interact with the onboarding funnel via desktop. However, over time, mobile became the dominant device for onboarding, which reflected a shift in internet usage.
Recognizing that drivers would often drop off during the process (especially when asked for documents), we needed to bring them back.
We designed a re-engagement process that included email, SMS, and calls from dOps teams. The goal was to ensure that we did everything possible to get every driver onboarded.
Fun, animated GIFs were incorporated into emails to add delight and encourage drivers to return to the process.
The final solution was a clear, multi-step onboarding flow that was intuitive for drivers, whether on mobile or desktop.
The process worked globally, with flexibility built in to accommodate local market needs.
The designs captured Uber’s signature brand of clarity, simplicity, and a sense of belonging. It helped drivers feel like they were joining something larger, giving them access to new income opportunities.
During the global rollout, we learned that not all drivers had the same level of literacy. In India, for example, 25% of the adult population is illiterate. To meet this need, we experimented with a physical onboarding station prototype to assist drivers in completing the process.
While the physical stations were never rolled out, it was an important step in understanding how to adapt the onboarding process for all potential drivers.