9 tips for Remote On-boarding
Covid 19 has thrown up some huge challenges for us all. Not only are we changing the way we’re working ourselves, we’re also facing huge changes to the economy and the way the world is responding. In the midst of all of this we still need people to join our companies to help us deliver, now more than ever. And as we’re all working remotely we have to put more effort in than we did before to help our new people join effectively. So what are some tips to help on-board remotely?
Most tech companies are used to having some flexibility but the new challenge is how to have a happy, productive culture delivering great outcomes with your whole team working remotely.
The most important thing you can do is make sure your new employee knows who they can talk with and what’s expected of them in their new role. They need to feel like they’re part of a team and to know how best they can use their skills to add value.
Starter Pack
When you’re recruiting virtually, after the candidate accepts a role it’s essential to get your new team member set up with everything they need to start their new job.
It starts with enabling them to sign virtual contracts - an easy way to do it is using an e-signature platform like Adobe DocuSign. You need to convert all your existing on-boarding process & documentation to be remote friendly. This doesn’t just mean sending out the existing stuff you have - it needs to be relevant - now’s not the time to send out info on ordering from the in-house cafe :-) .
Then send out their starter pack – company handbook / health & safety over email - and if you have them - photos of the team so they can match names to faces.
Hardware
Ensure IT gets them the necessary hardware / laptop delivered to their home before their first day so they’re already set-up and you can iron out any teething issues.
Remote / WFH best practices
Talk through ‘how to work from home’ - best practices for a quiet work space they’ll be using in their home. Offer some tips & tricks about taking breaks, getting exercise etc as this might be the first time your new employee has worked like this.
If you have meetings at a set time - let them know - and set expectations if you need them to be available at certain times throughout the day or if they have more control over setting their own hours. Don’t feel the need to book them into meetings every minute of the day for their first week!
Intros / buddy (mentor)
Share the company values and organise some informal introductions to team members - one-on-one so your new team member can ask them questions. Introduce them to a buddy or mentor. Get them involved in your virtual Friday drinks and catch ups or any company fun team events. If you have a few new starters organise a zoom chat or a quiz night.
First impressions really count
On-boarding should be well organised and meetings ideally done in short bursts of 30-45 mins to give your new employee time to digest and take in new processes so it’s not too overwhelming.
Remember first impressions are crucial so make sure they have the tools to do the job and meet some friendly team mates they can bond with. Let them know who the key people are throughout the business they’ll be working with and set up some 15 minute chats so they can get a broader perspective. Encourage them to have the video on for all of these meetings.
Over communicate
As a manager it’s best to over communicate and have a few one-to-one catch ups to answer any questions so your new team member hasn’t missed things or feels left out. Get to know your new team member and build the relationship early - If you leave this to ‘later’ you might not have the chance to as they’ll be gone. A good start is a crucial time and sets the foundation for any good relationship.
Flexibility
If you can, offer flexibility - this is a trying time and the crossover into personal & family life is a challenge to say the least. So if possible, veer toward being as flexible as you can. A new happy employee is one who will stay.
Inclusion vs Isolation
Make sure your new team member feels like they can contribute as soon as possible and feels involved in the team. Make lots of introductions and create an inclusive remote culture.
Culture
Try to strike a nice balance between set-up, new tasks, individual learning / research time, team meetings, one-to-ones and some social intros with flexibility. A well organised happy start for a new team member will have them up to speed, happy and productive as soon as possible.
It’s an unprecedented time so no one is expecting perfection. Let everyone know it’s ok to be uncertain and the old adage - no question is a stupid one - has never been more relevant.
I’d love to hear your thoughts on what’s working well - and what you wish you had known earlier while working remotely - we’re always looking for ways we can help our clients and candidates and offering tips to help everyone be their best. I hope everyone is staying safe. Keep in touch.
Stephanie Bain is HR Director at Sunstone and has extensive experience in crisis management from a strategic HR / people perspective working through the GFC in London & Earthquakes in Christchurch and is available to help your company out. Please contact her on: stephanie@sunstonetalent.com
Sunstone is an IT Recruitment & HR company specialising in recruiting IT roles within software, web, mobile, blockchain, big data, infrastructure, security & networks in Christchurch, South Island of New Zealand.