By 2025, it’s expected that about 60% of employees will lean toward a hybrid work setup, with another 30% choosing to work fully remotely. On top of that, more than 80% of people are predicted to work from home at least part of the time.
With so many organisations embracing remote ways of working, we need to relook at the way we onboard our people. Afterall, we know those first 90 days are crucial when it comes to retention.
In this article we explore the differences between face to face onboarding and onboarding remotely, along with top tips for a successful remote onboarding process.
What is employee onboarding?
Onboarding is the final part of the recruitment process and involves welcoming a new recruit into the team. You will introduce your new employee into the team and organisation by helping him or her to become familiar with your processes, procedures and the requirements of his or her job. This starts on the first day and continues during the probationary and induction period.
What are the differences between face to face and remote onboarding?
How is the experience of starting a new job in an office different to joining a company as a new remote employee?
Well, we often underestimate how much information we learn from being physically present in the office, simply from observing and listening. For example, we overhear how the team communicates and works together, and it is easy to ask for help or guidance from colleagues.
In addition, you start to get to know your colleagues, and remember faces and names. As the weeks go on you try to learn the company systems, company processes and the responsibilities of your new job role. Having developed working relationships with your colleagues, you ask them questions and you learn tips and tricks on how things really work.
In comparison, a remote employee meets their team over video call and often relies on documented processes, information and systems to learn their role.
As more people are working from home, employers must start to consider how their company processes need to be adapted for a remote workforce. For example, which aspects of company processes and company culture are currently undocumented? What needs to be included as part of our onboarding processes to ensure remote employees are supported?
Four key considerations when designing a remote onboarding process
Here are four key considerations for employers to think about when designing a remote onboarding process.
1. New recruits need support
How will you ensure that a new employee has the necessary support and feedback they need when they are working remotely?
You have selected your new recruit because they are the best candidate for the role. However, even the most experienced candidate needs training and support. They need guidance to understand the unique responsibilities of their new role, the company processes and their goals and objectives.
For remote teams, organised communication is key. In the first month, we would recommend that you schedule a daily check in for the manager and the new employee. The new recruit can ask questions, and the manager can provide support. Accompany this with more structured probationary reviews, where you can discuss how the employee is settling in and any more support they may need.
In addition, offer to review work and provide feedback so that the new team member builds confidence in their understanding of their role. Ensure that employees are offered any training that they need, which can be delivered virtually.
2. Don’t overlook the little things
In some organisations, only the main company processes are documented, in an Employee Handbook, for example. Other job role specific knowledge is often stored in the minds of long-standing employees, or managers. This can create problems, especially for remote employees who may not know who to ask for more information and guidance. This could also impact how well a remote employee can complete their day to day tasks. Therefore, it is important that even the everyday processes are recorded and support contacts are signposted early on. Moreover, it can be helpful to assign a ‘buddy’ peer, who the new recruit can contact with any questions.
3. How do you assimilate a remote employee into a company culture?
Understanding a company culture can play an important part in how engaged an employee feels in the organisation, and their role.
Many employers may not have defined and documented their company culture and values. This becomes much more important when employees are working remotely. Consider incorporating a session on your company culture and values into your induction process.
Organise regular team meetings so that your new employee feels connected with the team. Teams working together are a powerful way of communicating and sharing “how we work” with new employees.
4. How do you develop strong working relationships in a remote team?
In recent research conducted by Fitzgerald, it was found that employees new to the organisation find it significantly harder to build meaningful workplace relationships, when working remotely. Furthermore, research by Gallup found ‘a concrete link between having a best friend at work and the amount of effort employees expend in their job’. For example, women who reported having a best friend at work were more than twice as likely to be engaged in their role and the company in comparison to those without a best friend at work.
In remote teams, it may be harder to develop strong working relationships with a colleague you have never met. How do you address this as part of a remote onboarding process?
Organise regular team meetings via video call when the team can chat about their work, their plans and goals, and news, just like you would in an office or workplace.
Social events are also important for building better relationships with colleagues, and these can be arranged virtually. Keep in mind that remote working and virtual events can never replace face to face interaction, so plan opportunities for the team to meet in person wherever possible.
“Creating a sense of connection from day one is what onboarding is all about. It’s not just about the processes, it’s about helping our new employees feel like they belong and are truly part of the organisation. When we do this well (no matter where someone is based) we build loyalty and engagement. And, that’s how we keep great people.”
Vicki Ellis, Head of People Partnering
Five tips for successful remote onboarding
With these considerations in mind, we’ve summarised our top 5 tips for a successful remote onboarding process.
1. Managers should schedule daily contact with the new remote employee
Schedule in time every day to meet with the new remote employee. For remote employees, once per week is not enough, so we would recommend to check in daily with them for the initial first month. This can just be 15 minutes, but it will give the new employee a sense of being connected with the team, and feel supported.
As time goes on and your new employee becomes more familiar with the role and team, you will be able to judge how many meetings are necessary. Remember that if you were in the office together, you would be likely to have frequent interactions with your new team member throughout the day.
2. Ensure IT, tech, equipment and systems are ready for day one
It is crucial that everything the employee needs is ready from day one. Your new employee will need to be able to access the company systems to carry out their tasks, and connect with the team. Investing in good systems and communication tools enables remote teams to work collaboratively.
Ahead of the employee’s first day, consider if they have all the equipment, software and facilities they need. For example, do they have a suitable wi-fi connection? Ensure that their phone is set up correctly, and schedule training for core systems and processes early on. Ensure that all tech and IT accounts are set up, including their laptop or work computer, email accounts and system logins and passwords.
3. Assign a peer to buddy up with the new employee
Assign a ‘buddy’ or mentor to your new remote employee. It is really useful for a new team member to have another contact in the team, who is not their manager, to ask questions and seek support from. This will help the new employee feel connected to the team, and form other close working relationships.
4. Create a one-stop-shop for all new starter guidance
Consider using an onboarding portal, or a central system for new starter information. This can include all of the company onboarding information, induction documentation, Employee Handbook, Homeworking Policy, values guide and company processes. For remote employees, written guidance that can be referred to is incredibly useful and reassuring. Make sure they have information on key contacts in the company they can call on for support. Also consider using systems that allow the use of electronic signatures and forms to complete onboarding documentation efficiently.
5. Where possible, arrange a face to face or social event with the team.
It can be difficult to build a rapport with a colleague you have never met. Where possible, arrange a face to face event for the new remote employee to meet the team. This may be tricky to arrange, depending on where your employees are located. A virtual games night or drinks over Zoom can be a good way to introduce the team. Then, when possible, remember to organise a face to face meet up to help the employee feel connected to the team and the company and build positive working relationships.
We hope you found this article useful for remote onboarding. If you would like to discuss your HR requirements with our team we would love to hear from you, please contact us.
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Key takeaways for remote onboarding
- Connection is key: Onboarding should help new employees feel like part of the team from day one, no matter where they are based.
- Daily check-ins matter: Regular communication during the first month builds confidence and a sense of support.
- Prepare thoroughly: Ensure all equipment, systems, and resources are ready for the employee’s first day.
- Buddy up: Assign a peer mentor to provide guidance and build a sense of connection.
- Document everything: Provide clear, accessible resources for processes, policies, and key contacts.
- Build relationships: Use virtual and in-person opportunities to create meaningful team connections.
