Seven Tips for Remote Onboarding – As remote work becomes more common, many employers are rethinking their onboarding process to meet the unique needs of remote workers. However, one thing is sure: setting a remote employee up for success requires excellent planning and forethought. Every aspect of the virtual onboarding process must be intentional to ensure a positive experience. Here we’ve put together some best practices to help your remote employees feel welcome, connected, and confident in their new roles.

1. Plan Ahead

First and foremost, when you’re bringing in new people from afar, it’s essential to prepare better and plan. Developing and documenting a standard onboarding process will ensure that each new hire has what they need to be successful in their new role.

Logically, onboarding remote employees are more challenging because you have to send them everything they need to do their jobs. Since you won’t have the luxury of going to an office storeroom to grab forgotten events, this requires more forethought.

Make a list of the standard equipment and supplies for each employee. Also, consider checking in with employees in similar roles to find out what other ancillary items may go above and beyond standard-issue company equipment. Are they in need of a second monitor, for instance? A different style keyboard?

From administrative tasks and training to introductions, the first week at any new job can be hectic and overwhelming. However, new hires with a detailed plan for their first week on the job can help align expectations and reduce some of the uncertainty.

2. Start early

Ideally, the onboarding process should begin before a new hire’s start date so that they are ready to take the field running on the first day. This includes everything from completing paperwork with human resources to dispatching computer equipment and working with IT to setting up access to software, servers, and other systems.

The last thing a new hire wants on their first day is to log on, only to find that their technology wasn’t configured correctly. Early onboarding allows new employees to become familiar with new technology.

As a manager, it’s helpful to arrive before the new hire’s start date to connect and set expectations. It’s hard to know when you start remotely, so making that connection early, providing detailed plans for their first week, and answering any of their questions helps narrow down the unknown.

3. Cultivate Connection

One of the unique disadvantages of onboarding new personnel remotely is the lack of opportunity for informal workplace interactions and interactions. In a virtual world, you have to plan for connections that might otherwise happen naturally between meetings, around the water cooler or while working on site.

During the first week or two, it’s a good idea to schedule face-to-face meetings for new employees, not only with supervisors and team members but also with crucial personnel on other teams with whom they may work regularly. It is also helpful to provide a contact list of resources that may be helpful, such as an IT help desk or human resources.

Making sure there is time for organic interactions between team members about who they are and what interests them to get to know each other informally is equally essential for building relationships. This could mean planning informal conversations at the beginning or end of a meeting or scheduling a virtual lunch or happy hour event to welcome new team members.

If you’re interested in an organized team-building activity, we recommend several excellent options involving remote and hybrid teams to help foster strong connections.

4. Schedule Regular Check-ins

Again, without the convenience of having to stop at their office, it’s important to schedule regular check-ins with new employees to see how things are going. Frequent and deliberate check-ins via video chat, calls, email and even instant messaging can help ensure your trainee has what they need to succeed.

There is nothing wrong with over-communicating in the onboarding process. This can be especially helpful during the first few days and weeks when they don’t yet know what they don’t know. Keeping those lines of communication open by repeatedly touching base can help gauge their performance and overall job satisfaction.

5. Hire an Informal Consultant

Connecting with your supervisor is essential to onboarding, but connecting with peers less formally is equally important. Consider hiring an existing employee to act as an informal mentor. This person should be a co-worker with whom they can ask questions they might be afraid to ask their manager. This is an excellent way for a consultant to step into an informal leadership position and share aspects of a company culture that you may not get through formal training.

6. Keep Things Interesting

Keep the onboarding process engaging by providing a mix of written material, video, face-to-face and group orientation and training options. Because everyone learns differently and adapts to a new role in their way, it’s essential to meet people where they are.

The speed of your onboarding process is also essential. It’s crucial to balance providing them with the knowledge they need to do their job and overwhelming them with information. We recommend making a detailed plan for the first week and providing a checklist of items to be completed at your own pace. Then, be sure to follow up and make sure essential milestones are met.

7. Make Them Feel Welcome

Finally, many companies welcome new employees by sending out a welcome kit that includes material necessities, such as laptops and other equipment, and fun items that show your company’s values ​​and culture. This can include company swag items such as coffee mugs, water bottles, or clothing bearing your branding. Or, if you have a more relaxed culture, you can include fun things like locally sourced food or beverages, uniquely “you” items—anything that can reflect your company’s mission and values.

Key takeaways

When onboarding remote employees, plan by developing and documenting the detailed onboarding process. Then, please start the process as soon as they accept the offer to avoid any unnecessary stress or frustration during the first few days on the job. Avoid feelings of isolation by developing employee connections through a mix of formal and informal interactions planned. Check in regularly to ensure they are engaged and excited about their work and don’t be afraid to ask for feedback so you can continue to improve the process to meet the needs of employees as they develop.