Having a welcoming strategy for the complete integration of a new employee is one of the most important keys to good employee performance and motivation. Furthermore, the welcoming strategy is one of the first components related to the rotation in a company. If it is a remote onboarding, it is even a more important factor to take into account. Below, we suggest 4 keys to a successful remote onboarding process.
1. Pre – Onboarding
This phase begins with the acceptance of the job offer and continues until the first day of work. Before the first day of work, it is interesting for the employee to get to know the company’s culture, as well as its role, performance and function in the organisation. Thus, the new employee on the day of his/her incorporation will be able to have that autonomy and that excitement to start. In addition, it is essential that the company keeps in touch, as some questions or doubts may arise in any direction.
In this process, there is usually a person from Human Resources following up. It is suggested to be in remote communication with the new person hired taking advantage of virtual tools to be as close as possible to the “face to face” contact. Also, to provide him/her with documents that talk about the company’s culture, organization charts, what is expected from his/her role, etc. so that he/she becomes familiar with it.
2. Presentation and integration into the team
A face-to-face group presentation (in this case, through a virtual meeting where you can locate people by name and face) on the first day is essential if we want the new member to feel supported by the group, as it gives a perspective of closeness to the company. The ideal way to do this is through an informal meeting with his/her teammates or people with whom he/she will have direct contact on a daily basis, where they can get to know each other better, talk about their experience within the company, and in general create a connection that will allow him/her to have an open and fluid communication from now on. This can be done at team level (all together), having 1-1 sessions with each of them, or both.
It is also recommended that the new employee is introduced to the different areas of the organization, especially those with which they will have more contact, as well as knowing the role definition of each of them. This will help both the employee to feel welcome and included, and people from other areas to get to know the new member, leading to a successful remote onboarding.
Assigning a buddy or colleague of the same level and area who has more experience in the company, to be a close support figure and accompany the new team member during his or her familiarization with the culture and processes of the organization, will help the process feel closer. Of course there must also be an accompaniment from the manager, but this buddy figure will help create bonds of trust between team members.
On the part of the direct manager, in the first days or even the first month of joining, it is essential to get to know the person in order to assess his/her motivation and satisfaction when carrying out his/her tasks. This can be achieved through regular feedback so that they are confident in what they are doing, and know if it is necessary to adapt to new changes and strengthen skills.
4. Attraction to the job and the company
The moment an employee accepts a new job offer is associated with attraction to some aspect of the company’s philosophy or culture. According to a Deloitte study, 22% of employees leave their job within the first 45 days, and one of the reasons for this is not being satisfied with the company’s objectives, or any kind of commitment to it. Therefore, maintaining that motivation, commitment and confidence from a first impression is important for the subsequent performance of tasks and projects.
The estimated time for an initial onboarding is between the first 6 months and the first year. Therefore, as time goes by, the employee will get to know better the company’s philosophy, the product and the service they offer. It is at this point that they will be able to work with complete confidence and independence, as well as with greater responsibility within the company.
At Erudit we want to help you taking care of your workers in these challenging times, monitoring their levels of engagement, burn out and friction (without the need of applying a single survey) and finding ways to maintain a healthy and productive team of collaborators.