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Onboarding of a new employee

A woman is working on a computer remotely.

Remember the relief of having someone to turn to on your first day on the job? Assigning a mentor or buddy can help new employees adapt easily. This person can help them ask questions, get support and learn about the company culture. A strong bond with a mentor can greatly reduce feelings of isolation. Assign an experienced employee to introduce the company and all processes; set a goal for them to befriend the new person. Competent onboarding is based on human friendships and then on responsibilities and control systems.

Be honest
Be honest with the employee about the stages of supervision and responsibilities. Tell them about the rules and about real situations. Be sure to tell him if you are going to monitor his calls or working hours.
Set the rules in advance

Imagine playing a game without knowing the rules. Frustrating, isn’t it? Remote employees need clarity on job expectations, performance metrics and communication norms. Schedule one-on-one or team meetings to discuss goals, responsibilities and career opportunities from the start.
Encourage integration into the team. Talk about traditions within the company.
Creating bonds remotely can be challenging. With employees scattered in different locations, how do you foster a sense of belonging? Encourage virtual team-building events, group projects, and casual conversations. Platforms like Slack and Zoom can be powerful tools for engagement beyond work tasks.
Supervise the employee regularly. Gentle supervision that is done systematically and from the very first day on the job saves a lot of time and monetary resources!
Ask for feedback.
It is also important to warn at once that there is no possibility to change EVERYTHING to the way a person wants it…. The fact that the manager is at least interested and tries to create a strategy of cooperation works here! Regular meetings-through video calls, weekly meetings, or feedback sessions-help employees feel supported and valued.

Managers should ask about concerns upfront and provide constructive feedback to ensure a smooth transition.


Effective remote onboarding isn’t just about sending a few emails and hoping for the best. It’s about creating an experience that makes employees feel empowered, connected and confident in their new role. So, what will you do to make your remote employees feel truly at home?
To keep them highly motivated and Truly engaged with your company and your brand! This is the task that you best think about before hiring…. And yes, in the internet environment, it is not easy, but it is possible! The fact that the manager is at least interested and tries to create a strategy of cooperation works here!
Contact us, and you will get your dream team.

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Building Strong Corporate Values and Embedding Them into Organizational Culture

Building Strong Corporate Values and Embedding Them into Organizational Culture Defining Values with Purpose and Authenticity

Strong corporate values begin with clarity of purpose. An organization must first identify what it truly stands for—beyond profit or market share. This requires introspection from leadership, engaging not only with strategic goals but with the deeper “why” of the company’s existence. Corporate values are not meant to be slogans for external branding; they must be authentic expressions of the company’s character and philosophy. The process of value creation should involve dialogue across various levels of the company to ensure that the chosen principles resonate both with leadership and with employees on the ground. Authentic values reflect the shared beliefs and behavioral expectations that define how decisions are made, how teams interact, and how success is measured. When these values are born from honest reflection rather than aspirational image-making, they gain the power to influence real change and sustainable alignment.

Translating Values into Daily Behaviors

Once defined, values must transition from abstract concepts into actionable behaviors. This is where many organizations fail—not because the values are wrong, but because they are left on posters instead of being practiced. Embedding values into the corporate fabric begins with leadership modeling. Executives and managers must become visible embodiments of the values they champion, demonstrating consistency between what they say and how they act. Equally important is the integration of these values into systems such as hiring, onboarding, performance reviews, and recognition programs. When new hires are selected for cultural alignment as much as for skill, and when employees are rewarded not just for results but for how they achieved them, values become operational. Employees begin to understand that corporate values are not just ideals—they are behavioral norms, shaping how decisions are made, how success is pursued, and how collaboration unfolds in everyday scenarios.

Sustaining Values Through Culture and Communication

Corporate values only take root when supported by a culture that continuously reinforces them. Culture is the living manifestation of values—it is how people behave when no one is watching, and it is built over time through repetition, storytelling, and feedback. Consistent internal communication is essential. Leaders must use stories, town halls, internal newsletters, and informal conversations to celebrate moments when values are brought to life by employees. In doing so, values are transformed from static words into dynamic stories that people can connect with emotionally. To sustain values, organizations must also remain open to revisiting and refining them. 

As the company evolves, its values may require realignment to reflect new realities while preserving core identity. When values become part of how people think, feel, and act—not because they must, but because they believe—it signifies a culture where values are truly embedded, influencing not just outcomes but the spirit of the enterprise itself.

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