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Remote onboarding for employees working from home
Remote onboarding places very special demands on the company to ensure a successful start for the new employee. In addition to personal aspects, the technical equipment is particularly important here.
TL;DR
- Thorough planning and communication: Remote onboarding requires a clear structure, early preparation and transparent communication, as new employees can otherwise easily become disoriented without on-site contact.
- Promote social integration: A lack of personal contact in the home office makes it difficult to feel a sense of belonging – virtual team events, mentors (buddy system) and regular 1:1 meetings help to build trust and avoid isolation.
- Ensure technical requirements are met: All tools, devices and access (laptop, VPN, software, communication tools) must be set up and tested before the first day of work so that new employees are ready to work from day one.
- Communicate corporate culture: Conveying company values and culture is more difficult remotely – managers should be actively involved in onboarding, and digital resources (e.g. a culture handbook or virtual values workshops) support cultural integration.
- Allow for more time and support: Remote onboarding often requires more coordination, feedback and time than traditional on-site induction – regular check-ins, extended induction phases and open feedback are important to compensate for initial uncertainties.
Home office and remote work continue to enjoy great popularity in Germany, following a real boom in this form of work due to coronavirus. Many employees work from home for one or more days, and some even work exclusively from home. According to figures from the Federal Statistical Office, 11.3% of employees usually worked from home in 2024, 10.7% sometimes and 77.9% never.
What is remote onboarding?
Remote onboarding (also known as virtual onboarding) is the induction of new employees that cannot take place on site in the office. Instead, digital means are used to familiarize new colleagues with their tasks, the team and the company culture. From setting up IT access to getting to know the team members – all of this is done via video conferences, emails, chat and online tools. Remote onboarding is designed to ensure that new employees experience a seamless transition into the company and can work effectively, regardless of their location. It is important that new recruits feel involved right from the start and know who they can turn to.
Anyone joining a company as a new remote employee requires particularly intensive support. For remote onboarding to succeed, companies must pay particular attention to personal integration and the timely provision of equipment.
Overview of the challenges of remote onboarding
Remote onboarding brings with it some particular challenges, as there is a lack of personal contact and immersion in the office environment. Here are the main problem areas:
- Lack of personal contact and team spirit: without daily interaction in the office, new employees feel isolated more quickly. Informal meetings – such as a quick chat in the coffee kitchen or lunch together – are no longer possible. As a result, the natural “we-feeling” is often missing and new employees find it harder to become part of the team.
- Communication hurdles: At a distance, communication can easily be misunderstood or important information is lost. New colleagues can’t just ask questions across the desk. Unclear agreements and less spontaneous exchanges make it difficult to really understand tasks, expectations and processes.
- Technical difficulties: Technical problems can slow down virtual onboarding. An unstable internet connection, a lack of access rights or software that is not installed can lead to frustration. In addition, new employees working from home are on their own if, for example, their laptop is not configured correctly – immediate IT support is more difficult to obtain remotely
- Communicating corporate culture: Making the corporate culture tangible from a distance is complex. New employees do not get a direct feel for the office atmosphere, values and customs if they are not on site. Without targeted measures, what the company stands for often remains abstract and identification is difficult.
- Time and organizational challenges: Onboarding sessions and meetings sometimes have to be coordinated across different locations or time zones, which can be complex. In general, remote onboarding requires more organization and support – it cannot be assumed that the new employee will learn on their own by “watching in the office”. The training effort is higher because many things have to be explicitly taught that would otherwise have happened on the side. Immediate feedback is also often delayed, so that new employees remain in the dark about their performance for longer.Below, we take a closer look at the areas of “personal support” and the timely provision of equipment, as these are the core problems with remote onboarding in many companies.
Personal support
Unlike traditional onboarding, remote onboarding does not involve personal contact. The new employee does not get to know their colleagues directly, but meets them virtually in video conferences.
This makes it more difficult to build a personal bond. Despite the excellent technical possibilities offered by tools such as Google Meet, Zoom or MS Project, communication via video is not comparable to a face-to-face meeting in person. One reason for this is that the other person’s gestures and facial expressions are not recognizable, or at least less recognizable, via video.
This makes it all the more important to take the onboarding participant by the hand virtually and involve them closely from the outset. Measures such as
- Appointing a buddy or mentor to support the new colleague and introduce them to the most important contacts
- Regular feedback from the line manager
- Virtual coffee rounds in the team to get to know each other better
- Taking on responsibility and initial tasks promptly, for example moderating meetings such as the daily stand-up
It is also helpful if there is a short presence phase, at least at the beginning, so that the new colleague has the opportunity to get to know the company, the key players and their team personally.
The right equipment at the right time
At least as challenging in remote onboarding is the timely delivery of functional equipment. This sentence contains the two main problems: While many companies already struggle to provide their new employees with the equipment they need in time for, or better still before, their start date, there are often additional problems with initial use. There are many hurdles; here are a few examples:
- The password for the intranet login is not supplied.
- The required software has not been installed.
- The wrong hardware was supplied.
- The hardware supplied is defective.
Such problems are fatal because they make it impossible for the new employee to start work. And they cause frustration in a phase that is crucial for a successful start and onboarding. In the worst case scenario, this can lead to the employee leaving the company prematurely, not to mention the damage to the company’s image.
To avoid this, a strictly defined remote onboarding process is also essential for the provision of work materials. The most important thing here is to clearly assign responsibility. There must be exactly one person responsible for the process – be it the HR officer, the manager or a key account in the company’s IT department.
If the hardware needs to be sent to the new employee, this should be done using a courier service if possible to avoid possible delays in the post in advance.
In addition, all requirements must be clarified as early as possible so that all orders and necessary installations can take place within the required time frame.
Challenges and solutions in remote onboarding
The most important challenges in remote onboarding are summarized below, sorted according to the level affected, as well as possible solutions.
- Technical level
- Communication level
- Social level
- Cultural level
- Organizational level
| Level | The challenge of remote onboarding | Solution/recommendation |
| Technical level | Hardware, software and access are not available on site; technical problems or a lack of equipment can delay the start. | Early IT preparation: Set up devices in advance, test access and provide fast remote IT support to minimize disruption. |
| Communication level | Less direct communication leads to misunderstandings; new employees are more reluctant to ask questions if everything is online. | Define clear communication channels (e.g. daily check-in, chat groups) and communicate expectations clearly; actively encourage questions and record information in writing. |
| Social level | No personal contact in the office makes it difficult to build relationships and a sense of belonging in the team. | Encourage virtual team integration: set up regular video meetings, virtual coffee breaks and a buddy program to build social interaction and team spirit. |
| Cultural level | Corporate values and culture are barely perceptible without a physical presence; new colleagues are unaware of the “invisible” rules and habits. | Communicate culture: Managers actively share the company’s mission and values (e.g. in onboarding calls); provide a culture guide and virtual events to bring the company culture to life. |
| Organizational level | Coordination across different locations or time zones is time-consuming; there is also a lack of spontaneous knowledge gained through observation in the office. | Structure and flexibility: Plan onboarding appointments flexibly (provide asynchronous content if necessary, recordings of training sessions for other time zones); allow more time for induction and adjust on an ongoing basis to keep everyone involved on track despite the distance. |
Remote onboarding process
The prototype of a remote onboarding process is similar to the classic onboarding process, but also has some special features that are due to the aforementioned challenges of personal integration and the provision of work materials.
Preboarding
The pre-boarding phase is particularly important in terms of the procurement and preparation of hardware and software.
Regular check-ins by the buddy or line manager are recommended in order to build up a personal bond over distance. This can take the form of phone calls or virtual meetings via video conference with the new employee, for example.
Orientation phase
The period from the first day at work is then particularly focused on personal integration and building relationships between the new colleague, their team and other key contacts. Virtual coffee rounds make it easier to get to know each other and have conversations outside of technical topics. It can also be helpful if the new employee and the team get to know each other in person at an on-site meeting. An introductory phase at the company can be a valuable basis for building relationships.
During this phase, it is also important to provide intensive support in familiarizing the new employee with the required tools and an introduction to all important processes.
Integration and learning phase
The integration and learning phase is about taking on initial responsibility. Tasks are completed and the results can be presented to the team. In this way, the new team member gains self-confidence and also has the opportunity to receive additional feedback.
If these elements are consistently considered and pursued, the result at the end of remote onboarding will be a close, long-term working relationship based on professional knowledge and mutual trust. This benefits both the employee and the employer.
Which software can support remote onboarding?
A decisive factor for successful remote onboarding is the use of the right tools and software. There is now a large selection of such solutions on the market, which differ in terms of functionality and the way they are used.
We would like to take this opportunity to introduce you to Papershift Pulse. HR teams can use it to create digital workflows or use role-specific templates in just a few minutes. All tasks, documents and deadlines are automatically sent to new colleagues as early as the pre-boarding phase, regardless of their location.
Contracts, company agreements and data protection instructions can be signed directly in Pulse using an e-signature. This eliminates the need for printouts and follow-ups, even if new hires are hundreds of kilometers away.
An integrated chat, clear task lists and a progress dashboard show immediately where questions or support are needed – ideal when mentors and managers work across time zones.
Device dispatch, access rights or initial specialist tasks are stored as checkpoints in the workflow. This means that nothing is left undone, even if IT, HR and the team lead are not in the same location.
Thanks to the cloud basis, new employees can access welcome information, tutorials and guidelines at any time. This works in the home office as well as in a coworking space or via the hotel WLAN. Digital checklists, automatic reminders and centrally stored resources reduce queries, accelerate productivity and strengthen loyalty to the company right from the start.
Final evaluation
Working from home and thus remote onboarding offer great opportunities for companies. They gain access to specialists who would otherwise not be available due to physical distance. However, there are also particular challenges involved. These lie in particular in the personal integration of new colleagues and the timely provision of the required work materials.
These hurdles can be overcome by implementing an onboarding process designed for this purpose and using suitable tools so that both the company and the remote employees can benefit from the advantages of distributed collaboration.
FAQ on remote onboarding
What is remote onboarding?
Remote onboarding is the process of training and integrating new employees into the company remotely, usually with the help of digital communication and collaboration tools.
Why is remote onboarding important?
It ensures that even in remote or hybrid working models, new colleagues start effectively, feel welcome and stay connected to the company.
What are the challenges of remote onboarding?
Typical problems include a lack of personal contact, technical hurdles, communication difficulties, time differences and the challenge of conveying the corporate culture virtually.
How do I prepare for remote onboarding?
Provide all equipment, access and documents in good time before starting work and communicate a structured induction plan so that the new employee knows exactly what to expect.
How do I integrate new employees socially in the home office?
Plan virtual get-to-know-you meetings, assign a buddy/mentor to the newcomer and encourage informal meetings (e.g. virtual coffee breaks) so that they can quickly connect with the team.
How can I communicate the corporate culture remotely?
Actively communicate values and culture through digital formats: e.g. welcome meetings with management, a culture handbook, virtual team events and living the culture in all communication measures.
Which tools are helpful for remote onboarding?
Video conferencing software for meetings, messenger/chat platforms (Teams, Slack) for quick exchanges, special onboarding software such as Papershift Pulse, project management tools for tasks and learning platforms for training are essential; a central onboarding portal for all resources is also ideal.
How long should remote onboarding take?
The duration varies, but often a good onboarding process extends over the first 3 months, with intensive support in the first few weeks and regular check-ins (after 30, 60, 90 days) to ensure long-term progress.
How can you give and receive feedback while working from home?
Arrange fixed times for feedback meetings (e.g. weekly at the beginning) and use video calls or telephone calls for personal feedback; also encourage the new employee to ask questions openly in order to clear up misunderstandings early on.
What to do in case of problems during remote onboarding?
If difficulties arise, react quickly: offer technical support with IT problems, clarify discrepancies in tasks or expectations in a direct conversation and, if in doubt, increase support (such as additional check-ins or a personal meeting, if possible) so that the new employee feels supported.
Summary
Remote onboarding, i.e. the integration of new employees into the company who are not on site in person, poses particular challenges for everyone involved. In order to avoid frustration and the premature departure of new colleagues, various aspects such as personal integration, the timely provision of functional work equipment and organizational conditions must be taken into account. Our guide shows what is important and what solutions are available for remote onboarding.
