How to onboard new employees and career starters remotely

Back in October, financial services group True Potential said it had welcomed 58 new starters to the business since the start of lockdown, with many hires being made remotely.

And as we await a wider return to the office, it is not unusual to see a job advert with the words ‘initially remote working’. But starting a new job can be challenging, let alone during a pandemic.

Overcoming challenges for new starters

A report published in May by the Chartered Management Institute and Learning and Work Institute found the most common challenges faced by employees who changed roles over the past year included having to develop new skills (34 per cent), learning new processes and procedures (31 per cent) and getting to know their manager (29 per cent).

Esther Canonico, a LSE fellow in the department of management, notes that companies would not usually let new starters work from home for most of the time straightaway.

Canonico says: “It would be more like after a few months if you don’t have performance issues, then you can work from home. Making sure that the employee understands the work that needs to be done, and then also obviously for the employee to absorb and get an understanding of how the company works and the culture.”

Niamh Mulholland, executive director of external affairs at the Chartered Management Institute, highlights the importance of communicating and setting clear expectations about task completion and time management with staff joining remotely.

And just as communications may be tailored to clients’ individual preferences, so too should communication between staff.

With a multitude of ways to keep connected with colleagues while working remotely – whether it be email, instant chat, a video or phone call – Mulholland recommends a flexible approach.

She suggests: “Don’t rely on one method of communication for all team members. Instead, tailor your approach to different team members. Check that your communication style and frequency meets the needs of your direct reports.”

Updating pre-lockdown processes for new starters

The longevity of remote working during the pandemic has also highlighted a need to adapt the onboarding process beyond moving pre-lockdown procedures online.

Louise Hadland, interim chief operating officer at law firm Shoosmiths, says: “Our HR team follows up with new starters after six weeks to ensure the individual is settling.

“This is not a new process, but as with the whole onboarding process it has been redesigned to incorporate and target issues specific to remote working and to share best practice with individuals on how to overcome any perceived barriers.”

At law firm Hogan Lovells – where many trainees have not yet had the chance to work in the office – virtual drop-ins were introduced in March last year for trainees to ask work queries or chat.

Crispin Rapinet, partner and training principal at Hogan Lovells, adds: “We updated supervisor training to reflect changes during the pandemic, including guidance on how the supervisor should be checking in with their trainee daily and looking out for their wellbeing as well as developing them professionally.

“We have also run focus groups with first seaters [trainees in their first departmental rotation] to understand their experience of undertaking the Legal Practice Course online, a virtual induction and first seat. We have taken on board feedback and changed our processes to reflect this.”

Inta Nalivaiko, HR director at insurance brokers Aston Lark, says the hardest part is ensuring new joiners feel part of the team, as well as recreating the benefits of informal learning and social interactions.

Nalivaiko adds: “This is especially important for early careers and less experienced staff. Firstly, a really detailed induction plan is a must, including scheduling all required training, reading materials, people to meet and those who can help with a variety of issues.

“Secondly, having an assigned ‘buddy’ to help them find their way around and answer questions besides their line manager – it can take a level of confidence and maturity to come to your manager for help initially.

“We are more careful with assigning buddies for early careers joiners as less experienced staff won’t always know what questions to ask, so buddies need to be more proactive with their guidance.”

Replicating the office environment

For new colleagues at an earlier stage of their career, replicating opportunities that arise more readily in an office environment, such as overhearing conversations of experienced co-workers, can also be beneficial.

Aston Lark’s Nalivaiko says: “Shadowing and being invited into virtual meetings with your experienced colleagues during the early stages of employment, and having reflective development discussions about the content of those meetings, is the closest you can get to hearing your peers interact with customers and colleagues, so it should be used liberally.” 

There are also social benefits to recreating the community of an office environment. At True Potential, team fundraising activities have been key to uniting colleagues separated by remote working.

The group’s chief executive, Daniel Harrison, says: “All our new starters and our existing staff were encouraged to take part in weekly all-staff webinars and online social and charitable events.

“Our team fundraising was a key part of our staff engagement activities through 2020 and we’ve continued it this year. It’s been a great way to bring everyone together, including our new colleagues, while all working remotely.”

Chloe Cheung is a features writer at FTAdviser