![]() Managers of remote hires may take for granted that since these employees have already been on the job for some period of time that they’re already part of the team and don’t need assistance. Communicate with managers and check in regularly. Show them not only where the office pantry, break room, restrooms and fire exits are, but other things like security protocols, conference room sign up procedures, helpful short-cuts and specific potential hazards or things to avoid, such as getting locked in the stairwell like yours truly did the first week at work in a prior job. In orienting remote hires to the physical space, conduct these tours in small groups to provide additional opportunities for remote hires to meet and get to know others. Orient them to the facilities.īeing new to an office can feel awkward and intimidating when you don’t know your way around - sort of like joining a new gym and not knowing where specific equipment is located or how a new machine works (in this case, it might be trying to figure out where the espresso machine is and how it works or how to get a FedEx package sent). Also, be thoughtful in making sure remote hires’ desks are located in an area where they will be able to naturally interact with other colleagues. This is a nice touch that will go a long way in making members of this group feel valued, cared for, and recognized for having started a new job during a uniquely challenging time. Make an extra effort to help these employees feel particularly welcome, as if it’s their first day at the office - because it is! Consider leaving something special at their desk, be it a personal note, company swag, or other small gift. Judy Parkman, Director of Human Resources as The William and Flora Hewlett Foundation also plans to organize an additional in-person lunch for remote hires with the foundation president, which was previously held virtually.ĭuring these events, consider creating structured opportunities for remote hires to interact and get to know each other, such as ice breakers or “speed networking” activities, especially when there are multiple levels of the organization represented or power differentials than can create feelings of awkwardness for individuals, regardless of their position. She said, “You have an emotional resonance with your start-group that just kind of lasts” and shared that she is planning to do something special for remote hires where they all meet live to help form an affinity group of people who started during this time. Laurie Tennant, VP of People at Norwest Venture Partners, shared that her firm has had about 20 people who started remotely, ranging in position from Executive Assistant to Partner, across all teams in the organization. This group shares a common, distinctive experience - starting a new job during what is, hopefully, a once-in-a-lifetime global pandemic. In addition to other onboarding best practices, here are six strategies to re-onboard employees who started remotely: For brevity, I’ll call this combined group “remote hires.” In looking at the group of employees to be re-onboarded, you may also include employees who started a month or so before the sudden shift to work from home, as their full onboarding experience may have been cut short, as well as include internal hires into new roles or transfers to new offices. Doing so will help create a continued positive employee experience and help further socialize them into the organization’s culture, given that this group of employees will likely not have met their fellow team members in person, nor likely have ever been to the organization’s physical offices. ![]() Now, as organizations look at returning to the office in some capacity during the months ahead, there is an opportunity to re-onboard employees who started remotely. Yet, according to Gallup, only 12% of employees feel that their organization does a great job onboarding new employees - and this is under “normal” circumstances. Research from Glassdoor shows that organizations with strong onboarding practices improve employee retention by 82% and productivity by more than 70%. At the beginning of the pandemic, employers quickly shifted almost every aspect of their business, including the onboarding of new employees, to take place remotely.
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