Some of the best advice for hiring top talent is harder to follow than ever. People want to work for a company that cares about them, that makes a difference in the community and that has a culture in line with their personal values. Wise employers hire for fit. But how do you expose new hires to that company culture when their first days and weeks are spent working remotely?
Today’s new hires can apply, interview and turn in paperwork without a single in-person interaction, but then what? If your offer implied they were about to experience a unique culture, opportunities to get noticed and meaningful collaboration and you don’t deliver, they might not stick around.
Even if your staff works at your physical location, things are different now. The office holiday parties, group participation in local charity races and in-person team building events aren’t happening the way they were before. In many workplaces common gathering areas are closed to protect employee health. Employers have to be more intentional with encouraging new hires to build personal connections, and it starts at onboarding.
Why Onboarding is Vital for Retention
When workers show up (or log in) for their first day, they’re already asking themselves whether or not they should stay. Here’s why your remote onboarding process is so important:
- Only 12 percent of employees say their organization does a good job onboarding new hires.
- Workers are more likely to quit when they’re new – turnover can be as high as 55 percent during the first 18 months.
- Replacing and onboarding someone who quits can cost six to nine months of that person’s salary. Some experts say even more.
People decide to leave one job for another because they feel like the new job will be better than the last. Their decision-making process may have been logical, involving company research and comparing salary, benefits and perks. However, in the end, part of the decision was emotional.
Workers want to know they did the right thing, that their life really will be better. What happens during first interactions and first projects will shape their expectations of whether or not they’ll like working for your company long term.
Start Right by Showing Enthusiasm
New hires know employers are also asking themselves whether or not they made the right decision in offering them the job. They want to feel like you’re excited to have them and consider them a valuable addition to your team.
With any new hire, some employers focus on getting paperwork completed and filed away and training staff to complete tasks. All that has to take place, but before you jump into work, put effort into extending a heartfelt welcome.
Create a welcome thread using your group chat software. Encourage all staff members to join with a welcome message and brief introduction that includes their job title, where they’re working from and a friendly greeting.
Managers might start the day with a brief video call that expresses enthusiasm, then introduces them to the people with whom they’ll be working. Prompt team members to reach out through one-on-one messages to express excitement and offer support.
Assign a Mentor
Give new hires one point of contact they can trust to help them learn the ropes. Choose someone you know will be intentional about making connections and helping them adapt to their new work environment. Mentors might reach out daily at first with questions like these:
- What are you working on today?
- Are there any technology challenges that are causing you trouble?
- What were the most unexpected aspects of your first day on the job?
- If you could learn any professional skill, what would it be?
- Where do you want to be a year from now in your career?
Create Virtual Interactions
When people show up every day at the same workplace, there’s regular built-in interaction. New hires note friendly body language and cheerful team members. They discover things they have in common from desk photos, organizational membership bumper stickers, sports team calendars and a host of other visual cues. Friendships form naturally over time.
People can still connect when working remotely, but it takes more work. For successful remote onboarding, managers should be intentional about helping break the ice.
Schedule virtual lunches or virtual coffee breaks for the first days and weeks that allow remote workers to connect. Pick up the tab with a prepaid card or allowance to order from a local delivery service.
Encourage staff to spend an hour a day working with their cameras on. Let workers know they don’t have to talk because it isn’t a meeting, but they have the opportunity to ask questions and exchange ideas.
Ask a few of the new hire’s team members to give a virtual tour of the space in which they’re working. Invite your new hire to do the same.
Give employees a tangible welcome with a company mug, shirt, hat, or all of the above. Send a care package with office supplies they’ll need to do their job. Add a welcome letter signed by their new manager or team and documents that outline your organization’s mission, goals and long-term vision. Make sure you’ve also provided remote hires with the technology essentials they need to get started and a contact person for troubleshooting.
Think Long Term
Your new hire might be able to complete your training videos and paperwork on their first day, but onboarding shouldn’t end so quickly. Don’t stop after a week. Onboarding should be a strategic process with stages for the first day, first week, first few months, and the first year.
One of the best ways to make sure you and your employees have a good experience is to hire the right person in the first place. At Brelsford Personnel, we specialize in connecting qualified, experienced East Texas workers with area employers for whom only the best will do. Contact us online to find out more about obtaining top-performing employees for your business.