During the covid-19 pandemic, many things had to be done differently, such as onboarding new employees remotely. We gathered some tips and advice that can help to successfully onboard new employees into the team, even while working from home and especially during the coronavirus pandemic.
We received a mediation mandate as early as June. A new employee started her job at the beginning of March – lockdown and home office were introduced by mid-March, which quickly led to unclear tasks, misunderstandings, misperceptions and the first conflicts. The supervisor reacted immediately. After initial discussions with the two employees, she realised that the conflict should be resolved by external mediators.
Onboarding new employees into a team via video is not at all different from physically integrating someone into the workplace. In fact, the following advice should also be taken into account in the physical setting – experience shows that, generally, these are not considered often enough.
One golden rule to start with: All video meetings should take place with video.
Seeing avatars or profile photos of the team during video calls is similar to having an impersonal phone call. Switching off the video should only be tolerated in exceptional cases, such as when a child spontaneously pays a visit to mum or dad…
Preliminary work during the recruitment process
Ensure that the basic requirements are met
During the recruitement interview, certain requirements for successful remote working can be put to the test. A video conference that works without problems cannot be taken for granted. It requires at least a good internet connection, a computer with a functional camera, software and possibly headphones. Looking into a future employee’s workspace may be perceived as an invasion of privacy, but it does provide good indications of the person’s ability to work from home.
This step is especially crucial for future collaboration if the work equipment such as the computer is not provided by the employer.
Evaluate the willingness for remote work
Companies that rely 100% on remote work, even before the outbreak of the corona virus, often rely on candidates who already have experience with remote work. This choice is based on the assumption that candidates with previous remote work experience have the necessary flexibility, infrastructure, discipline and willingness to work in that setting. During the recruitment process, it is possible to evaluate the experience of the candidates in this matter. Especially important is understanding what they need to feel comfortable.
Certain questions can help, such as:
- What do you see as the biggest advantages and disadvantages of working from home / remotely?
- How much direct contact with work colleagues do you need on a daily or weekly basis?
- How is your workplace set up when you work from home?
A person who shows little willingness will need more guidance and support than a person who already has experience and enthusiasm for the benefits of remote work.
Building a professional and social relationship with the new team
Organise informal and formal introduction meetings in advance
New employees should have ample opportunity to be in contact with other team members, especially at the beginning. Introduction meetings should already be scheduled when a new employee starts working.
- Ask 2 to 3 future team members in advance to set up a virtual coffee break with the future teammate.
- Set up expert groups to introduce relevant topics and to help them get to know the group; between 3 to 5 people is ideal.
- At least one meeting with the entire team for a short introduction is a necessity within the first days.
Regular team meetings
Feeling the vibes and dynamics of the team while working from home is challenging, but possible! Above all, it helps employees to be motivated and enjoy their work. Essential for this are:
- regular team meetings, which can be weekly or even daily brief status updates,
- informal and scheduled coffee breaks, an important component for team dynamics and cooperation.
Transmit the company and team culture
There is no magic for this except for really good communication. Getting to know each other and building trust takes more time and discipline in a remote setting. Regular team meetings and an open as well as transparent communication culture are key factors and are even more relevant in remote teams than in an office community.
Introducing technologies and tools
Clear understanding about communication tools
It is essential to understand which communication tools are used for what:
- the use of emails including the signature,
- how meetings are booked / invitations sent,
- how does the team communicate (informal and formal communication),
- which tools are used for video calls,
- when are phone calls made and through which channels (mobile, webphone…).
It is also crucial that the person receives an introduction to the respective software or tool. How much time it takes depends very much on age and experience, adapting to the needs of the person is necessary. It’s worth considering that even a person who has worked with Slack before will need a brief introduction to understand how Slack is used in the new workplace.
Training session with an IT person on the first day
As soon as possible, the new co-worker should become familiar with all tools, not just those for communication. Access to document storage, computer security, password management, etc. are important issues that need to be clear from the beginning.
Support in setting up a proper home office
Provide the necessary working equipment
If the devices (computer, telephone, including instructions and access, etc.) are provided by the employer, it is essential to ensure that these are available on the first day at the latest. The underlying requirement is having a good tracking method and logistics, such as a list of employees assigned to the devices or device numbers, etc.
If the use of private devices is the general rule, it should be clarified at the latest after the conclusion of the contract whether the company’s device requirements can be met. For example, a certain operating system or version may be required for security reasons.
Time management of supervisor and buddy
How much support is needed during the initial onboarding process can already be assessed during the recruitment process and interviews. A person who has been working from home for a longer period of time, who has set up a dedicated workspace at home and enjoys the benefits of remote work, will need less support than others. But a person who has never really worked remotely and highly appreciates connecting with teammates in person will need more support and guidance, especially at first. The supervisor or/and a team member (e.g. buddy) should reserve enough time during the first onboarding weeks to actively address concerns, issues and questions.
Promoting motivation and engagement from afar
Set up a 2-week plan
Plan in advance 2 to 3 daily meetings with team colleagues, supervisors, network partners. A good balance between informal and work-related meetings is ideal. Start by assigning the person to a small project, ideally one that is interdisciplinary, not complex and can be well supported by others during the first weeks.
Provide a channel for questions
Many questions usually arise at the beginning. In the office, spontaneous questions can be answered quickly; when working from home, the barrier for asking questions is higher. Various methods are suitable to address this with the goal to provide a way for the person to ask these questions. For example, the supervisor can share a document in which the person can write their questions at any time (e.g. Google Docs, OneNote…). This document could be looked at by the buddy or supervisor at least once a week and in addition to that, regular and short meetings are suitable for answering the questions. This can be done several times a week at first and as needed afterwards. The supervisor can at the same time assign the person to the appropriate contact within the team or the organisation that can help answer specific questions, which simultaneously promotes the building of working relationships.
Make important information accessible
In the beginning, a new team member is flooded with information, and when information is passed on verbally, the most important information is not always retained. A sheet that outlines the essentials can therefore be valuable. Be careful: it shouldn’t be a 30-page manual but 2 to 3 pages maximum! Ideally, the future employee will find the information in his or her private mailbox or letterbox one day before starting. Contents could be:
- access to the email account with password,
- the most important communication tools, if necessary, with brief instructions or where instructions can be found, including logins,
- a calendar overview with the most important appointments in the first days or first week,
- a checklist with the first tasks and goals during the first week(s),
- an overview of the team member with their name, contact information and photo.
Allow and encourage autonomy and responsibility
Very few people want to be controlled and literally managed at work. Good employees in particular need a certain degree of autonomy at work in order to be motivated and satisfied. This factor gains much greater significance when it comes to working remotely. In this setting, a manager who feels the need to exercise more control since the employees are no longer in the office will inherently fail. It is precisely then that it is crucial to give employees and teams the responsibility for how they manage their day, their tasks and the results themselves.
Final word: Checklists!
In general, checklists are very suitable for minimising the effort of the supervisor and ensuring that nothing is forgotten. It can also be helpful to distribute onboarding tasks and topics among the entire team or among the appropriate specialists. All in all, the most important thing is having enough time for the new employee. It should be avoided that someone starts during a stressful time. Imagine you are starting at a new workplace and no one has time for you. Now imagine this situation while working from home….
