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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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How to conduct an interview in online recruitment

Computer, coffee, stationery on the table

Online recruitment not easy today

How to conduct an interview in online recruitment? What to ask a candidate to understand more truth?

Have you experienced any obvious failures at work?” This is a tough question for many candidates to answer honestly, especially in the early stages of an interview. Most will respond with something like, “No, I haven’t had any failures. It’s been great! Just wonderful, believe me!” This kind of answer is understandable, but unlikely to be entirely truthful. After all, no one, no matter how successful, can honestly claim to have never faced setbacks in their career.

We recommend rephrasing this question repeatedly until the candidate understands your point. “What really went wrong?”, “What was your biggest mistake?”, “What did you do wrong?”, “Which aspects of your job did you dislike?”, “Where do your colleagues outperform you?”. Don’t let the candidate avoid answering. Keep pressing until you get a clear response.

What can you tell me about the people you've worked with

Now, let’s move on to another crucial question: “What can you tell me about the people you’ve worked with?” This question is based on the idea of verifying recommendations, which Brad Smart calls the UPR — “the threat to check references”. The wording and order of questions in this part of the interview are key to getting the right result.

First, ask the candidate to name their boss. Then, ask them to spell the name for you, while you write it down. “You said it’s John Smith? S-M-I-T-H, right?” By making the candidate dictate the name, you send a crucial message: you will indeed be calling this person, and it’s in the candidate’s best interest to tell the truth.

After this, ask them to describe what it was like working under John Smith. Ideally, you will hear a glowing tribute to their former boss, someone who supported them and helped them grow over the years. A neutral answer, however, signals that something may be missing — either positive or negative.

At worst, you might hear that one boss was incompetent, another a jerk, and a third completely unbearable. Surprisingly, some candidates don’t make the connection between what they say about previous employers and what they might say about you as their future boss. What kind of “compliment” might you receive if you hire this person? You can be sure that this won’t be the most significant issue you’ll face.

values

Now, ask: “Which of your qualities does Mr. Smith value the most?” Be careful with the wording: “values” instead of “would value”! This phrasing is the equivalent of asking for the name spelling earlier. “Mr. Smith values” signals again that you will actually ask him this question. The candidate realizes they must tell the truth, as you will confirm it with just one phone call. Such small life hacks will show a lot..just check

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