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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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Intuition in recruiting: why it hinders objective employee recruitment

Intuition in recruiting

Intuition. It’s a mysterious subject that’s never been solved today. How does it work? Is it always right, and why is it wrong?
Some believe in intuition. Some believe only in objective facts and logic… Some people trust their intuition so much that they rely on it in everything, even in choosing candidates for vacancies, even for the customer’s business….. Other people tend to make decisions following calculations and do not take intuitive signals into account at all … Where is the truth? What works? What to rely on?! On the candidate’s resume, experience, and skills, or on a gut feeling called intuition?
They evaluate “how a person feels, “whether they fit the vibe,” or “whether they are pleasant to be around.” However, this approach can lead to biased decisions that hurt the company in the long run.

What’s wrong with intuitive sourcing?
Intuition is a powerful tool, but in recruiting, it often replaces objective selection criteria. This leads to the following problems:

Bias. Intuition is still often confused with simple preference based on personal choice! A recruiter can easily base his/her selection on personal liking rather than on the candidate’s professional qualities. For example, similar interests, appearance types, age, gender, or manner of communication can make the difference, although these factors have no bearing on a person’s ability to do the job and be beneficial to the company.

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