{"id":4854,"date":"2021-07-22T07:50:03","date_gmt":"2021-07-22T07:50:03","guid":{"rendered":"https:\/\/tpcleadership.com\/br-pt\/uncategorized\/managing-new-team-members-remotely\/"},"modified":"2025-04-21T13:38:18","modified_gmt":"2025-04-21T12:38:18","slug":"managing-new-team-members-remotely","status":"publish","type":"post","link":"https:\/\/tpcleadership.com\/br-pt\/desenvolvimento-de-lideranca\/managing-new-team-members-remotely\/","title":{"rendered":"Managing new team members remotely\u00a0"},"content":{"rendered":"

New employees rely heavily on face-to-face interactions and spontaneous encounters to learn the culture and workings of a company. But for new team members working remotely, the natural occurrence of that support is lacking.<\/span><\/p>\n

New remote workers can find it difficult to access managerial support and a larger network, to find out where information is stored and know who to talk to, or to have conversations that inspire enthusiasm, creative ideas and innovation.<\/span><\/p>\n

Without an effective onboarding process, new employees in a remote working environment risk social isolation, loss of confidence and ultimately may leave the company.<\/span><\/p>\n

How can you onboard effectively in a remote setting?<\/b><\/h2>\n

Frouke Horstmann<\/a>, Managing Partner at TPC Leadership Netherlands, recalls a friend who struggled when she started working remotely in a new post at a university. Nobody explained how things worked, and nobody checked in with her or introduced her to colleagues.<\/span><\/p>\n

\u201cYou need to be systematic,\u201d says Charles Brook<\/a>, Founder and Managing Partner at TPC Leadership UK. \u201cStart with the big picture and explain the positives and challenges of the company\u2019s culture.\u201d\u00a0<\/span><\/p>\n

Introduce them to the people they need to know and help them start building those relationships. Create a network map that shows who the key stakeholders are. Pair new people with a buddy or mentor so they have access to a different perspective and an outlet to ask questions.\u00a0<\/span><\/p>\n

\u201cIt\u2019s important for new team members to have touch points with me, as a leader, too,\u201d says Charles. \u201cNot just to ask about their performance, but also about what they\u2019re enjoying or what they find stressful.\u201d<\/span><\/p>\n

People are more resilient and effective if they connect with meaning and purpose. \u201cLet them know how their input links with the rest of the company,\u201d says Charles, \u201cand that they\u2019re an important cog in the machine.\u201d<\/span><\/p>\n

The Components of Sustained High Performance<\/b><\/h2>\n

Frouke refers to a concept that can be used as a foundation for building your onboarding plan, known as the \u2018Components of Sustained High Performance\u2019.<\/span><\/p>\n

\"\"<\/p>\n

The four components are crucial for sustained high performance and should be embedded in the onboarding process for new employees.<\/span><\/p>\n

Achievement <\/b>\u2014 consider what you hope to achieve in the short-term, such as getting to know colleagues, and what priorities are crucial to the organisation.<\/span><\/p>\n

Learning<\/b> \u2014 clarify your preferred and most efficient way of learning. This may be through reading or regular check-ins with colleagues and leaders.<\/span><\/p>\n

Meaning <\/b>\u2014 ensure you understand how your job relates to the wider objectives of the organisation. Consider how you can best add value and what is meaningful for you.<\/span><\/p>\n

Enjoyment <\/b>\u2014 think about what makes your job enjoyable. This may include coffee calls, regular one-to-ones, or a team pub quiz.<\/span><\/p>\n

What is the ROI on effective management of new team members?<\/b><\/h2>\n

Taking time to connect new people to one another, their team, information, key people and the purpose of the organisation reduces silo working \u2014 something TPC Leadership clients often report to be a huge challenge.\u00a0<\/span><\/p>\n

\u201cMore cross virtualisation between people and teams fuels creativity, innovation and holistic solutions,\u201d says Frouke. \u201cIn the end there is a greater sense of belonging and increased engagement.\u201d<\/span><\/p>\n

\u201cFrom a leader\u2019s perspective,\u201d says Charles, \u201cthe quicker a new employee is able to take ownership, responsibility and prove themselves productive, the better it is for the project and the wider organisation.\u201d<\/span><\/p>\n

Effective onboarding takes time, but ultimately it adds value for the individual, the team and the organisation. \u201cThe slower you go in the beginning,\u201d says Frouke, \u201cthe faster you will have results.\u201d<\/span><\/p>\n

Looking to get the best out of your new team members? <\/b><\/span>Get in touch with us<\/b><\/a>\u00a0to find out how we can help.<\/b><\/p>\n

If you\u2019d like to sign-up for our free virtual teams training modules you can register <\/b>here.<\/a><\/strong><\/p>\n

\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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