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Remote onboarding: how to succeed
Four tips from Robert Half’s recruiting experts to optimize onboarding in a hybrid work environment.
How can companies ensure that their new teleworkers are up and running, when social distancing and hybrid working are the new norms? This is reviewing the issue of onboarding.
For Robert Half, welcoming new recruit through a structured onboarding program is essential for companies today. An essential component for new employees to be quickly operational in their role, understand the corporate culture and have all the tools necessary to succeed.
Invest in the right technology
Your company may provide a laptop, phone, or other office equipment for new employees working remotely. Make sure they get them before their first day on the job, already recommends Robert Half. The tools to give them immediate access to their e-mail, and the internal networks of the company are essential. The most common problem with onboarding is misconfiguration of technology tools. And the absence of the required equipment. Having access to the right tools and the right technology from the start shows new employees that you consider their integration a priority.
New hires interact a lot with the person in charge of the onboarding process, but it’s not always easy for other team members to temporarily put their day-to-day tasks aside in order to get to know new hires. Remote onboarding only accentuates these challenges, making it even more difficult for teleworking employees to form constructive relationships with their colleagues and their manager without face-to-face contact. Use effectively, videoconferencing software such as Skype, Teams or Zoom logically emerges as solutions to this new work configuration.
Set realistic expectations.
Many teleworkers are extremely serious and autonomous in their daily work, but they can sometimes be tempted to work tirelessly to maintain their visibility. Some employees are therefore at risk of showing symptoms of burnout or of feeling that their efforts are not being recognized at their fair value.
Managers can now avoid these problems by creating individual schedules from the start and by designing programs for new hires. When telecommuters know what is expected of them, they are more likely to take breaks and make constructive contributions.
Establish a culture of mutual aid within the team
A recruit has every interest in meeting the managers of his department or the colleagues with whom he could be brought to work. To promote the feeling of integration of teleworking collaborators, organise a virtual team meeting. This will provide them with valuable insight into how team members interact, as well as how a typical day unfolds and how the business operates. Plus, show new hires that the company supports their professional development by assigning them a mentor they can meet through Zoom or Teams. It is also an opportunity for the two parties to get to know each other and initiate a fruitful collaboration.
Create a coaching plan
From the outset, managers must seize every opportunity to build relationships with new members of their team. They should help them understand their organisation and that of the company. Regularly and frequently check in with new recruits to monitor their progress, insists Robert Half.
Keep in mind that if they have difficulty, they will not always say it, for fear of appearing incompetent. Ask your telecommuting employees a few open-ended questions to clarify what should be and clear up any misunderstandings. Schedule a weekly meeting to answer their questions, discuss the job requirements in more depth, discuss the corporate culture and the way the team works, as well as their priorities and goals. Just as telecommuting can be a challenge for those used to working in a traditional office, managers need to ensure new remote recruits hires are up and running from day one. It is even more important to have a dialogue, to take the time to answer questions and give your feedback. Teleworking employees who ??