It’s a trivial fact that nowadays, by rising the new method of treating the staff remotely, we inevitably need to become resourceful in order to onboard remote employees easily.
Onboarding is the steps and meetings within a mentorship journey, introducing a new employee to their role and organization, Those prepare the candidate to start a successful journey within the team and company setting.
Onboarding is an acquainted term by HR managers, though, you might think these tips and advice cannot be really imperative. It is reported by Glassdoor, a great employee onboarding can improve employee retention and their commonplace by 82 % productivity by over 70 percent.
You can start pre-onboarding by checking new employees’ social media for background information. It gives you an afterimage of the person you want to hire, although you shouldn’t rub it in; only very inconspicuous clues would be eye-catching in such situations, and you should avoid them.
All in all, a remote onboarding experience can be beneficial both for big corporations, and young startups. Those processes can ensure that further difficulties can be avoided within the work environment.
Now let’s run down 8 advice that can help your remote onboarding process.
First of all, you need a virtual onboarding checklist. This checklist can be individualized, through a one-on-one video chat with your new hire, to meet their unique needs. This helps with preparing them to respect your virtual onboarding checklist and take it seriously until it becomes a regular routine to them.
In this stage they should be acquainted well with your mission, vision and values. Cultural fit, ethics, and language code for virtual meetings are the other contents you must make them aware of. A good remote onboarding checklist should include a broad and comprehensive plan for spreading organizational belonging.
This process won’t end here, otherwise, new remote employees will stay a bit confused. So, you should carry on until they are comfortable in their new remote positions.
Nevertheless, the path of mentorship over remote employees should continue past onboarding. 71% of Fortune 500 companies have mentoring programs. Of those with mentorship, 97% say they are valuable, yet only 37% of professionals have a mentor.89% among employees who have been mentored will also carry on to mentor other startups’ staff. The company can reach success only if they treat their mentorship and onboarding seriously. From my personal experience, hires that are comfortable after their introductory month, have a higher retention and company loyalty.
Onboarding also needs specific gestures, preparing newcomers to engage with the teamwork. Those can be addressed during virtual meetings and start after the hire enters the team without delay.
Let me tell you some interesting story: I had hired a young professional who had a short temper; he had minimal experience with a professional environment, and struggled working in a team. I had a longer onboarding with this employee, as to teach him my previous experience, and introduce to proper techniques of dealing with disagreements and providing constructive feedback. In time, this hire became an outstanding example of great leadership and teamwork.
The next step through the process of mentoring, a remote onboarding experience, or onboarding remote employees’ method, begins with skill training. You’ll meet a lot of new hires that feel passionate about learning new skills and taking up new responsibilities. Hence, teaching them remotely and paying more time for training them to become skillfully dexterous have some benefits in terms of onboarding remote employees.
Leveling up, this stage delved into the discretion of the tasks, so they become clear and simple as much as possible. As a matter of fact, the more simple duties, the more successful outcomes you get. Moreover, a virtual onboarding checklist and remote onboarding would be more facilitated, if you had prudence for dividing different parts of a procedure and put one by one upon employees.
I carry on explaining the importance of this, as it’s the key point through the process of onboarding remote employees. For instance, in one of the departments where I was in charge of human resources, we always had the problem of determining the exact time of an employee to work. This was only done after we made our own plan to onboard these people.
The challenge at this stage is that you have to have a pre-designed training routine. In the business, we tried to solve this problem by holding meetings with older employees. They had a lot of ideas for us, and the company took great initiative in designing that particular program of remote onboarding checklist.
Admittedly, as I mentioned above, communicating face-to-face and making personal connections could manage the team with more ease. In fact, through this, you enhance the sense of belonging in your remote employees as long as you are onboarding them remotely. Body language, delaying in response and feedback, or being fast and agile are some pieces of information you will learn only with a real-time video call.
During remote onboarding, new employees want to observe your manners and culture. Being honest and showing off professional virtues make sure to confirm their decisions to be hired soon, and this eases the procedure of remote onboarding itself. While we are addicted to designing the surface of the tasks or shallow procedures, people trust us, if and only if, they find out something further than abstraction and a very formal language of communication. New employees seek out for soul, not a bundle of annoyingly cold step-to-step tasks they have frequently experienced before.
Onboarding remotely can be both critical and trivial. This requires high emotional intelligence and sufficient mastery of its routine. You need to be able to find out more about the person from each move.
Online meetings, explaining your organizational chart and teleological mission of yours, as well as the primitive acquaintance with the colleagues and the responsibilities of each, are important parts of the program.
To sum up, it is worth knowing that this process is set forth with personal familiarity and continues with cultural fit codes, and ends with basic and specialized challenges.
