7 Steps to Successfully Induct Your Remote Workforce
Renee Daysh-Smith • April 5, 2020
Being in the midst of a global pandemic sees employers having to allow their employees, contractors and temps to work remotely from home, as we fight to help keep our communities healthy.
Fortunately, remote work can lead to astonishing productivity regardless of being permanent, contracting or temporary arrangements.
It's all about providing clear guidelines and expectations.
According to a two-year study by Stanford University of 500 people who worked both remotely and in an office setting - the productivity among remote workers was equal to an extra full day’s work each week.
Now that’s impressive!
Read on for our:
7 Simple Steps to Remote Workforce Inductions.
1. Set up all essential systems, accounts and communication platforms. Make sure everything is set up for your remote people so they can get started straight away. This includes:
- Email (if you require),
- Access to any software or programmes they require e.g your CRM or databases
- Video conferencing channels such as Skype, Zoom or Microsoft Teams.
2. Show what you stand for. Make sure you have information on your company’s values, purpose and any links to useful information to enable your team member to ensure they are representing the company accurately.
3. Introduce them to their team. Set up a video team meeting to introduce all staff who will be interacting with your remote worker. Get each individual to give an overview of what they do and how they’ll be working together.
During this session, it’s imperative to ensure that new starter knows who to talk to if they have any questions.
4. Select a dedicated mentor. No matter how comprehensive your company onboarding process is, they’re still likely to have questions or simply need an informal sounding board to check in with, during the early days or weeks of employment.
5. Set out success metrics, deliverables and key projects. Ensure you are crystal clear about the expectations and details of the task so your remote workers can meet these. Defined goals and clear guidance provides your new starter with focus and direction and keeps everyone on track.
6. Plan check-in meetings every day or every second day to ensure the project is staying on track. This is an opportunity for any questions to be asked and makes people feel connected to the process. Keep in mind that remote working might be new to both your and your new starter so communication is essential. Don’t skimp on this process.
7. Establish your “rules of engagement” : Remote work becomes more efficient and satisfying when managers set expectations for the frequency and use of different communication platforms. For instance, let your new worker know if you would prefer to be contacted on email or Microsoft Teams chat. Also, make sure to advise of your accessibility or if they should be communicating with another member on the team instead. You don’t want their work to be delayed or for them to lose motivation if they are waiting on responses from you.
Flexible working arrangements for entire organisations is a relatively new concept for most of us, but with the correct induction process in place, it can (and will!) provide highly successful results for all.
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In business since 2002 in Australia, NZ, and the United Kingdom, people2people is an award-winning recruitment agency with people at our heart. With over 12 offices, we specialise in accounting and finance, business support, education, executive, government, HR, legal, marketing and digital, property, sales, supply chain, and technology sectors. As the proud recipients of the 2024 Outstanding Large Agency and Excellence in Candidate Care Awards, we are dedicated to helping businesses achieve success through a people-first approach.
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Flexible working is no longer a perk. It is a priority. Our people2people 2025 Market Report confirms that a lack of flexibility is pushing a significant portion of the workforce to look elsewhere. Employers who fail to adapt are already seeing the consequences. According to our research, more than one million people in the UK left their jobs in the last 12 months due to rigid working conditions. That is nearly three percent of the workforce walking out of roles that did not meet their expectations for flexibility. This shift is not limited to remote working. It also includes flexible hours, part-time arrangements and compressed working weeks. Employees are looking for control over when and how they work. A Disconnect Between Policy and Preference While flexible work continues to rank high on the list of job seeker priorities, our data shows that more than half of employers have increased expectations for in office attendance in 2025. This rise is driven primarily by leadership mandates rather than operational need. "There is a growing disconnect between leadership expectations and employee preferences," I said while reviewing our report findings. "The result is avoidable turnover and a widening talent gap in key sectors." This trend is most visible in professional services, finance and tech roles where hybrid work is both possible and preferred. Employers insisting on a return to pre 2020 working patterns are facing greater difficulty attracting and retaining skilled candidates. Flexibility Strengthens Recruitment Outcomes The business case for flexibility is clear. Our report found that job adverts which include flexible options receive up to 40 percent more applications and fill faster. These roles also report lower early-stage attrition, suggesting a better match between employer and candidate expectations. "Flexibility improves both the volume and quality of applicants," Liz Jones noted. "It gives companies an edge in a market where top talent has choices." Candidates now assess flexibility before they consider salary, commute or even job title. Those who have experienced hybrid or remote work environments are unlikely to go back to rigid models without significant trade offs. What Employers Can Do Now The solution is not a one-size-fits-all model. Instead, companies should aim to provide structure around flexibility that meets both business and employee needs. Based on our research, I recommend: Making flexibility a default part of job design and recruitment messaging Offering a mix of remote, hybrid and flexible hour options depending on role Providing training for managers to lead distributed teams effectively Tracking turnover data linked to flexible work policies to spot early warning signs The expectations of the workforce have changed. Flexibility is now a deciding factor for candidates and a retention tool for current employees. Firms that ignore these expectations will continue to lose talent. Those that embrace structured flexibility will gain a clear advantage in attraction, engagement and long-term workforce planning.
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