Remote work has successfully made a sustainable mark in the business world which means that firms are increasingly looking at refocusing their hiring efforts towards remote employees and teams. Bringing a new employee aboard your team will entail new norms now. No one is hanging out in an office chatting over a coffee break now. But it is crucial to ensure that new hires are socialized with the organization too.
Remember that new people won’t be familiar with everything. They will want to ask, sometimes very simplistic, questions. They will need to be introduced and often trained to use certain digital tools. To achieve this, team leaders must ensure that these new recruits aren’t isolated just because the team is distributed. For example, neglecting this aspect will lead to dysfunctional teams if you are hiring remote software engineers. Part of the reason firms like Gaper, Andela and Turing are so successful is because they put in the time to appropriately integrate new recruits in their company and its culture.
It is a good idea to schedule daily meetings with your team or individual members. Take this time to answer any questions they might have. Give them little updates about how the company is doing. Let them know exactly what is expected of them. Also make them be accountable for what they have achieved for the day and what hurdles they may be facing.
If your teams use (and they very likely do) specific digital tools and applications to manage their workflow, waste no time in acclimatizing new hires to these. Ensure that they begin using these platforms so that they are aware of how work is done. Conduct a training session if necessary. Many companies like to use applications like Slack, Notion or any other productivity tools – add new employees to your company spaces on these. Establish well-structured practices of engagement that dictate how employees are to interact with relevant applications.
It is rather tricky for employees to get a sense of how the company is progressing – specifically for new team members. They will, rightfully, want to know how well (or not) their employer is doing. You don’t have to overshare everything, but you can address the underlying question that they really have: is this job secure enough? Aspects like growth in your client base, business deals, or onboarding of other employees are a good way to let everyone know that the company is doing well.
In particular, when it comes to sensitive incidences like a global pandemic, or a recession, it is essential to keep your team on the same page as you from the get-go. There is no point in being dismissive or furtive about things that are inevitable; this only serves to imbue mistrust and animosity.
While remote work offers the convenience of working from any place one desires, it can quickly become lonely and difficult. Not to mention each individual will have certain situations they will be dealing with at the homes (now also their workplaces). Being flexible and understanding means that your employees feel more comfortable working for you. They will aspire to be more productive when they can. Their work experiences won’t be bedeviled by unyielding bosses. A little empathy goes a long way retaining new recruits for the long term.
We have reached the point, reaching which has been catalyzed by the pandemic, where companies will have to change a lot of their processes to account for remote work. The hiring and onboarding experience may take place outside the office, but it doesn’t have to be a rigid, anti-social affair that makes it hard for new recruits to feel like they are a part of your company.