CULTURAL BELONGING AND TEAM BUILDING
- Company culture is difficult to absorb remotely. Be proactive. Have a conversation about the company values and expectations. Give an overview of company history, milestones, mission statement, business goals and code of conduct.
- Regular contact makes new hires feel included. Encourage them to participate and they will feel able to add value from the start. Arrange regular meetings with managers and direct reports, Co-workers and employees from other departments with whom they will be working.
Understand that building relationships with the team will happen more slowly remotely.
Provide a simple one sheet organisation chart for new start to have to hand for video team meets.
Ask everyone to turn on their cameras to increase interaction.
BUDDY / MENTORING
Assigning a Buddy can lessen anxiety and increase engagement. This one to one contact builds accountability and relationships. The Buddy is someone to go to with any question, especially those which might feel too insignificant to ask of a line manager. Produce a schedule for contact (very regular at start reducing as time goes on and employee integrates into the team).
- Large volumes of training and training without context can be overwhelming. Structure the first few weeks. Reassess what essential skills are required and review training approaches to make them shorter, punchier. Combine the use of training videos and guided sessions to build relationships. A new hire can feel out of their depth without the reassurance and confidence that comes naturally though face to face contact.
- Training and shadowing are more difficult remotely and it takes longer to become embedded in the organisation. There may be a need to update probationary expectations accordingly.