You've hired remote employees for onboarding. How do you ensure they feel connected and engaged?

Design a communication guide If you want things to be done perfectly in remote work and there is no confusion, you need to design a communication guide; This guide should cover all the communication channels your group uses as well as the purpose of that channel. For example, employees use video calls for long conversations and instant messengers for simple questions and issues; Email is great for explaining details, giving advice, and discussing formal matters; Phone calls are good for emergencies and to share new ideas.

Follow up with their status monthly or biweekly to ensure their personal well-being and catch up with the workload. Any feedbacks can let each other know. Plan and execute the bonding activities for them and other workers online so they can get closer to each other. Can have an have an appreciation session inside the event too. Conduct online learning classes for them to ensure they really develop their skills and personal growth. Can have a feedback session for each other. 

To keep remote employees connected and engaged, we do regular check-ins on the 7th, 14th, and 30th days, calling both the employee and their manager to see how things are going. After that, we send monthly questionnaires to get their feedback through an AI-driven product called Amber by inFeedo. As they settle into their roles, we gradually reduce the frequency. Most importantly, we make sure to act on the feedback we receive so employees know we’re listening and addressing their needs. It’s not just about checking in. it’s about truly supporting them.

Regular check-ins are essential for remote onboarding to provide support and combat feelings of isolation. When I was hired remotely, consistent communication from my leader was invaluable in helping me navigate the transition. Structured onboarding materials can streamline the process and prevent confusion. Additionally, fostering meaningful connections with remote team members is crucial for their well-being.I once had a team member who struggled due to the isolation of remote work, underscoring the importance of regular check-ins for maintaining a healthy work environment. The TA and Hiring Manager matters in this process and this is more meaningful if we stick to the understanding that the person remotely working with us is still human.

Be available Trust and confidence are very important in remote work. When an employee has a problem or has a question, he should be able to refer to his manager; A successful manager is someone who is always on the scene. Remote employees can't visit your office, so use instant messaging tools and message them. Just as you implement the "open door" rule in the office, always be online so that they can talk to you if necessary. If your employee requests a video call to explain more about the project, be sure to be available and it is better not to leave him in sight.

Onboarding remote employees to ensure they feel connected and engaged involves a number of strategies which will require constant communication and support See a few strategies that should help; 1. The orientation experience must be very detailed providing insight to the companies culture, values, mission etc. Using videos and engaging content are always helpful, also including icebreakers to the session are great to keep them engaged in the sessions 2. Regular check-ins like the 30-60-90day check-ins are crucial to address any concerns and provide timely feedback 3. Virtual team building are also helpful to new hires to meet other colleagues and enable them feel part of the team.

Remote work could be tricky and lonely if onboarding is not done properly. I use the Buddy approach to ensure that the new employees are not left out. The Buddy has the responsibility of carrying them along on the relevant team activities to make them feel comfortable. Ensure there is an open communication line. This does not mean HR neglects their responsibilities of follow-up on active team bonding engagement, it just creates a flexible system of integration into the team. Also note that the employee Buddy is one who has been on the team for a while, understands and lives the organizational culture, not necessarily a member of their immediate team and the Buddy relationship lasts for only 3 months for proper onboarding.

Encourage employees to provide feedback and collaborate more It is a bit difficult to create a team spirit with remote employees, because the employees are miles away; But there are ways to strengthen the spirit of cooperation and increase feedback in the virtual group; Group chats on Skype or Slack allow you to discuss joint projects; Video calling is also suitable for one-on-one conversations about business operations.