Onboarding of a new employee

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.

Back to the 2010s? Why So Many Companies Want Everyone Back in the Office

Are We Really Going Backwards?

After years of celebrating remote work, it now feels like we’re stepping into a time machine. More and more companies are pushing employees to return to the office — full-time or at least several days a week. But why is this happening now? And is it really about productivity?

Some leaders claim it’s about collaboration. Others say it’s culture. But beneath the surface, there’s a deeper emotional trend: retroflection — the desire to go back to what once felt familiar, stable, and controllable. For many executives, the office wasn’t just a space. It was a symbol of control, rhythm, and routine.

Retroflection: Not Just Nostalgia

Let’s be honest. Work-from-home wasn’t easy for everyone. Some teams struggled. Some leaders lost touch. Some cultures faded. So this urge to return to the office isn’t just about metrics — it’s about memory and comfort.

Retroflection is a response to chaos. It’s the mind saying: “It worked before, maybe it will work again.” But here’s the catch — the world of work has changed. People’s values have shifted. Flexibility is no longer a perk. It’s a baseline expectation. Trying to force the past into the present rarely works long-term.

The Role of HR: Not Just Enforcers

This is where HR comes in — and it’s a tricky spot. HR leaders are often asked to carry out office return plans. But they also hear the real talk from employees. The tension is real.

So how can HR moderate this shift without breaking trust?

First, by being honest. Acknowledge both sides — the need for connection and the need for autonomy. Create space for conversations, not commands. HR doesn’t have to take sides. It has to build bridges between old expectations and new realities.

What Balance Actually Looks Like

The good news is: balance is possible. And it doesn’t always mean a perfect hybrid model. For some teams, office days can bring back energy — if they’re meaningful. For others, flexibility is the only way they can stay engaged.

It’s not about location. It’s about intent. Why are we in the office? What happens there that can’t happen online? These questions matter more than headcount in a building.

When HR helps leaders design intentional in-office experiences — not just mandates — people are more likely to show up. And stay.

Moving Forward, Not Back

Let’s stop pretending we can go back. The 2010s office isn’t coming back in the same way. But that’s not a bad thing. There’s a chance here to build something better — rooted in trust, clarity, and honest communication.

Real leadership isn’t about dragging people backwards. It’s about understanding where they are now — and guiding them forward.

Onboarding of a new employee

Back to the 2010s? Why So Many Companies Want Everyone Back in the Office