Virtual Onboarding Seymour Nawrat

Virtual Onboarding
Jill Seymour & Bernard Nawrat

JILL SEYMOUR AND BERNARD
NAWRAT
VIRTUAL ONBOARDING
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Virtual Onboarding
1st edition
© 2021 Jill Seymour and Bernard Nawrat & bookboon.com
ISBN 978-87-403-3665-8
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VIRTUAL ONBOARDING Contents
CONTENTS
About the Authors 6
1 Definitions and Scope 8

1.1 Definition of onboarding 8
1.2 Onboarding v Induction 9
1.3 Setting the Scene through Good Recruitment 9
1.4 Target Audience 10
1.5 Time to Reflect 12
2 Goals and Participants 13

2.1 Goals 13
2.2 Role of HR 14
2.3 Manager and Team Input 15
2.4 Other Services and Stakeholders 16
2.5 Individual v Group Employment 17
3 Tools and Technology 18

3.1 Technology Policy 18
3.2 Monitoring Activities 19
3.3 Onboarding Software 19
3.4 Gamification 20
3.5 Tools for the Job 21
4 Before the First Day 22

4.1 Have a Plan 23
4.2 Employment Readiness 23
4.3 Organisational Housekeeping 25
4.4 Manager’s Input 26
5 First Day and Beyond 28

5.1 Phased Approach 28
5.2 Legal and Procedural Requirements 29
5.3 Orientation 31
5.4 Socialisation 31
5.5 Performance Management 32
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VIRTUAL ONBOARDING Contents
6 Reviews and Updating 34

6.1 Assessment of Goals 34
6.2 Scope and Methods 35
6.3 Updating the Program 36
References and Further Help 37
Table of Figures 38
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VIRTUAL ONBOARDING About the Authors
ABOUT THE AUTHORS

This book has been prepared by Bernard Nawrat and Jill Seymour of Nawrat Seymour HR
Service.
Our careers have been spent in the public sector and we each have over 30 years’ experience
of working in Human Resources. During that time, the world of work has changed
significantly and many of the activities that we undertook at the start of our careers would
now seem woefully out of date. We have, however, adapted and changed our practices to
equip organisations to anticipate and respond to new demands in managing an efficient
workforce and to support individuals’ needs.
Individuals’ anxieties at joining an organisation and their need to belong have not changed.
Management thinking over this period has, however, recognised the benefits for the individual
and for the organisation in providing a structured and welcoming onboarding experience. Its
delivery has been further shaped by remote working. For the last couple of decades remote
working has been a growing feature of the employment landscape but its frequency has
been accelerated by the Covid pandemic. All the signs are that remote working is here to
stay. Organisations, therefore, need to adapt their previous arrangements to deliver a remote
onboarding experience that welcomes new colleagues, and which meets the organisation’s
aims. This short ebook aims to show how to develop and to provide.
Since leaving full time employment in 2015, we have worked as HR consultants for
organisations large and small. Our activities have been diverse but have included: casework,
recruitment, HR panel membership, reorganisations, advice on pay and grading as well as
writing for Bookboon. This is the sixth e-book we have written for Bookboon and our
other titles are shown below. Our approach throughout is to offer practical solutions to
common and emerging problems for use by both HR professionals and managers. We hope
that you enjoy the book and gain knowledge to enhance your skills as managers or as HR
practitioners.
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VIRTUAL ONBOARDING About the Authors
Bernard Nawrat and Jill Seymour

Nawrat Seymour HR Service Limited.
Website www.nawratseymourhr.com – please read our blogs on the comments page.
Previous Bookboon publications
• Organising Yourself and Your Remote Teams

• A Health & Well-being Strategy
• Employer Brand
• What is an Employee Handbook?
• HR Champions of Change
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VIRTUAL ONBOARDING Definitions and Scope
1 DEFINITIONS AND SCOPE
Introduction
New recruits to armed forces must attend basic training. As well as equipping people with
the skills and knowledge to survive in a military environment, its purpose includes instilling
the values and attitudes of the relevant force. Over many years, business has adapted military
basic training models to support people into new roles, through onboarding processes that
begin prior to the first day of employment. The continuance of tried and tested arrangements
is now under threat by the emergence of a virtual workforce which has different needs and
who demand new methods of delivery. This short ebook will explore the basic concepts of
onboarding and how to achieve successful delivery in a virtual workplace.
1.1 DEFINITION OF ONBOARDING

In common with many management and HR concepts there is not a single definition of
onboarding. Broadly, however, it is understood that onboarding refers to a program of
introducing a newly hired person into the organisation, characterised by:
• Delivery over a period, anywhere from a few weeks to a year.

• Commencing before the person’s first day of employment.
• Emotionally connecting the recruit to the culture of the organisation as well as
communicating information about its history and processes.
• Equipping people with post-hiring skills and knowledge as well as
communicating an understanding how they add value as an employee.
• Providing opportunities for people to build crucial and effective working
relationships.
When onboarding begins is also a matter of debate, typically onboarding is seen to commence
once a new hire has been confirmed. What this means will differ according to organisational
procedures, but, for the purpose of this book, will be the point when a decision has been
made to offer a job and the candidate has accepted. More unusually, others suggest the whole
recruitment process is step one of onboarding and we acknowledge below the importance
of good recruitment to onboarding.
In addition to new hires, some elements of onboarding apply to those taking up a new job
within their organisation or transferring to a new way of working, for example working
from home. For these staff, a pared back approach to the standard program remains essential
and is touched on throughout the book.
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1.2 ONBOARDING V INDUCTION

Onboarding and induction are often used interchangeably, but it is worth considering the
differences. Failure to do so, may mean that your onboarding program falls short of its
potential. In summary,
• Induction tends to be transactional and starts from the first day of employment.
It is the practical and technical integration, filling out forms, setting up user
access to IT systems, allocation of equipment, covering basic needs, (rest breaks,
etc), as well as health and safety requirements, etc. Generally, there is some
elements of ‘meet and greet’ with key staff, as well as colleagues and managers
but the emphasis is on information sharing rather than relationship building.
• Onboarding captures the above, they are all important elements, but with the
added focus on longer term and more integral issues. Including: relationship
building; delivering context and an understanding of the organisation, as well
the job; taking the first steps to enhance performance that aligns with the
organisation’s values; developing trust and commitment and seeing post-hire
training activities as part of broader career development. Onboarding lasts
longer than the induction processes, depending on the role and the complexity
of the organisation, starting before employment, and potentially lasting
for many months.
Every organisation, whatever its size, benefits from effective onboarding but especially so
where some or most of the staff work virtually. In these circumstances access to supervision
and to colleague contact may be less immediate and there is limited opportunity to absorb
the culture and organisational values so often gained through a shared workplace. An
effective onboarding process not only overcomes this gap but ensures that messages and
employee integration are in line with organisational aims, so that people are more ready to
fulfil their potential.
1.3 SETTING THE SCENE THROUGH GOOD RECRUITMENT

There is a fine line between recruitment and the onboarding process. During the hiring
process, candidates will form views of an organisation which should positively align with
onboarding. If the onboarding process fails to live up to the expectations formed during
recruitment, it will be challenging for the organisation to recover. Recruitment practices
vary widely, but good recruitment will include:
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• Trustworthy portrayal of the job and of the working arrangements. There is

a tendency to exaggerate some aspects of a role as selling points to attract
candidates. This is risky and potentially costly when new hires leave on the basis
that the job did not meet expectations. Clarity on working arrangements is
essential, for example if overtime is expected or there are specific arrangements
for virtual working. If the latter is conditional on certain criteria this must be
spelt out.
• Fair and open selection methods, that seek to match candidates to the
requirements of the job.
• Timely decisions. Even if the process is lengthy, advise candidates of the
timetable and stick to it.
• Regular and effective communications that reflect the value of the organisation
and which respond to candidates as individuals. In our Bookboon publication,
Employer Brand1, we discuss how the organisation’s unique character and values
should be reflected in all staff communications, through appropriate language,
tone, and messages. This applies at the recruitment stage too.
• Appropriate processes, for example if the organisation predominately operates
virtually ensure that recruitment activity can accommodate this. This may
include attention to various activities from accepting electronic signatures to,
potentially, video conference interviews.
Seeing recruitment activity and onboarding as a continuum helps to ensure alignment.

Funding a robust onboarding program ensures that resources invested at recruitment deliver
a realistic and productive return.
1.4 TARGET AUDIENCE

Whilst the return on investment should not be undervalued, onboarding programs take
time and resources. Having developed there is a risk that everyone will be processed through
regardless of their different needs. Different groups, however, benefit in different ways, and
content should be tweaked to meet their needs. The target audience will include those:
1. New to employment, including graduates and those entering work for the
first time. Whilst there are likely to be some practical issues to sort, for
example registering student loan repayment, this group may require greater
socialisation to the working environment; particularly challenging in a remote
environment where people have less casual access to learning about the
norms of the workplace.
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Figure 1 - New employee
2. New to the organisation, which may or may not include a new role rather than
continuing with a familiar occupation but with a different employer.
3. Taking up senior manager roles. Often onboarding arrangements for these
colleagues are separated from other entrants. If doing, do not forget that these
staff have the same needs as other recruits, for example how to use the IT, as
well as introductions to those functions linked to their role.
4. Returning from career breaks and other long-term absences such as parental leave.
5. Making significant changes in job role or working arrangements, including a
switch to full time remote working.
For the last two groups, significant elements of onboarding will be unnecessary or geared
to updating previous information, but the concept remains crucial to effective performance.
In the following chapters we will look at content and delivery in a virtual workplace.
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1.5 TIME TO REFLECT

• Thinking about your current, or last, employer, were you inducted or did you
participate in onboarding?
• When does onboarding often begin?
• Name two different groups of people who benefit from onboarding?
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VIRTUAL ONBOARDING Goals and Participants
2 GOALS AND PARTICIPANTS
Introduction
In 2019 the Office for National Statistics (ONS), published a paper analysing the makeup
and wage growth of those who changed their job and those who stayed in the same job.
The paper noted that, on average, 9% of people changed their job each year between 2000
and 2018; with a high of around 10.9% in 2018. Of job changers, 75.4% moved between
firms while the remainder moved within firms. (ONS Analysis of job changers and stayers,
release date 29th April 2019)2.
In any one year there is therefore a significant number of people new to an organisation.
Taking time to be clear on the goals of onboarding and crafting your program to fulfil is
essential to maximise its benefits.
2.1 GOALS
The goals of effective onboarding may be nuanced between different organisations or for
different job roles. For example, a workforce with an ageing demographic may be striving
to nurture young recruits to become their leaders of the future. Broadly, however, there will
be similarity of goals, including the following.
a. To reduce turnover and associated costs. Recruitment is expensive, ranging

from several hundred pounds to many thousands. Good onboarding can help
reduce the numbers leaving, leading to recruitment expenses and potentially
agency costs, if jobs fail to meet expectations.
b. Increasing productivity, by quickly assimilating people into their new role and
recognising that few people start their job knowing completely what to do and
how to do it
c. Ensuring organisational compliance. Every organisation has rules and
procedures. Whilst it is important not to overload new staff with information,
it is equally important not to let people get into bad habits or fall foul of
defined requirements.
d. Comply with legal requirements. There are duties placed on all employers,
and specific responsibilities for certain sectors, for example in a safeguarding
environment.
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e. Encourage teamwork. This goes beyond introducing people to their new

colleagues to making them feel that they are an effective part of the team with
a valuable contribution to make. Managers must take active steps to generate
a social connection between their team members as well as using tools such as
video conferencing to encourage team cohesion.
f. Reduce employee stress. Most people feel anxious when starting a new job.
Creating an environment that reduces potential stress and points people to sources
of help, will benefit the organisation and potentially engender employee loyalty.
g. Promoting management style. This will differ widely between employers. But
if, for example, the organisation aims to be inclusive and accessible, this needs
to be evidenced from the beginning of the employee’s experience.
Having an awareness of the goals specific to your organisation will enable you to develop
a program that maximises meaningful benefits for the employee and employer.
2.2 ROLE OF HR
Traditionally, HR staff have delivered induction sometimes at the exclusion of other
colleagues. Whilst HR may still lead, a more rounded program involves participation from
different services and from notable people within the organisation. For example, in a virtual
environment, close co-operation with IT services is essential. In a modern organisation
operating in a virtual environment HR’s role includes:
• Developing the induction policy and programs. Whilst HR do not need to be

IT experts, an awareness of potential in a virtual environment is necessary.
• Acting as a link to the candidate pre-employment as well as meeting and
greeting on the first day; using a range of appropriate media, including social
media tools.
• Sharing appropriate information about the new employee within the organisation
and with external partners.
• Ensuring that legal requirements are met and tailored to a remote environment,
for example understanding when original documentation is required and
adjusting the arrangements to comply.
• Entering the employee on internal HR and payroll systems and setting up pay
arrangements.
• Generally, coordinating and monitoring activities, beyond day-to-day
management. For example, scheduling meetings between new employees and
senior managers, ensuring induction checklists are completed and compliant,
organising health and safety input.
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Everything does not always go smoothly, and HR needs to be prepared to step in when
things go wrong. This may be relatively straightforward, for example the virtual employee
is struggling to navigate virtual systems and needs more one to one support than IT can
immediately provide. Or more complex, for example from day one the manager / employee
relationship is problematic. Swift and professional input can prevent minor issues escalating.
2.3 MANAGER AND TEAM INPUT

Management input will be at different levels. The person’s line manager should be encouraged
to make contact before the person’s first day of service and have set aside appropriate time
in the initial weeks to provide introductions to colleagues, the organisation and work tasks.
Dependent on the recruit’s seniority, they will also meet more senior managers or the
organisation’s top team. This may be via video links. In any job, however, it is useful for
the new employee to both recognise and hear from the organisation’s leader and members
outside of their immediate team. This may be via pre-recorded video, as well as face to face.
Increasingly, therefore, those involved in delivering virtual induction must be competent in
using appropriate technology and may need to be coached to do so.
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As we will see later, introduction to team members may be staged and delivered via various
media. This is important for the new employees but also for existing staff, to create connections
and to know who people are! If ignored there is a potential scenario where those working
virtually have not met and the multiple benefits of team activity are lost.
Figure 2 Person Participating in Video Conferencing
2.4 OTHER SERVICES AND STAKEHOLDERS

IT services increasingly play a vital role in onboarding. Ideally this should be at design,
working with HR colleagues on the stages of intervention and how different media can
support delivery. At minimum IT colleagues must be engaged to set up new users on
relevant systems, prior to their first day, give clear written instructions and be available to
support people when accessing systems. Good customer care skills are essential alongside
technical abilities.
Other stakeholders with interest in new employees include the trade unions and, where
occurring, staff consultative groups. In a workplace, trade unions often provide information
and contact details via staff notice boards, which are less easy to replicate in a virtual
environment. Some organisations pass on details so that groups can make direct contact with
new staff. Where occurring, there needs to be agreement on what information is provided
to these groups, avoiding any conflicts under Data Protection Regulations3 on the release of
personal or sensitive data. At minimum, organisations may prefer to provide new recruits
with details about the purpose and services of these groups with contact details so that they
can reach out to them, if of interest.
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2.5 INDIVIDUAL V GROUP EMPLOYMENT

Some large organisations engage multiple employees on the same date with related induction
programmes involving many participants. Traditionally there have been clear advantages
to this approach; some economy of resources, time efficiency, and an environment where
new employees develop camaraderie. There are, however, downsides. Onboarding is more
than ‘an induction meeting’ rather, creating a tailored and emotional connection with the
new employee which can be harder to achieve where activities are group based. Where
occurring, group activities must not be a substitute to broader onboarding of individuals to
the organisation, but simply one stage of an individual’s journey in joining an organisation.
For those organisations pursuing group intakes, the virtual environment presents opportunities.
Whilst the physical presence of many new recruits is lost, some of the benefits of group
activities can readily be achieved. Setting up a conversation / messenger app for the new
intake to share experiences before and once employment has begun. Teleconferencing meetings
with break-out rooms, allowing people to make connections. A leader’s address, either live
streamed or recorded. With thought and creativity, the benefits of group enrolment can
still be achieved alongside a tailored program for the individual.
2.6 TIME TO REFLECT

• List the top three benefits for your organisation of effective onboarding.
• When would you expect a person’s line manager to first contact with a recruit?
• Who within your organisation should be introduced to your Executive/ top
team? How will these introductions be made if people are working virtually?
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VIRTUAL ONBOARDING Tools and Technology
3 TOOLS AND TECHNOLOGY
Introduction
Technology has fundamentally changed how workplaces operate, increasing the speed of
tasks, the access to information and how people communicate. The impact reaches all areas
of employment including the method and content of onboarding. This chapter explores
technology impacting on onboarding, with solutions that can be scaled up or down depending
on the organisation’s size. We have not recommended products as they change frequently
and are best assessed against an individual organisation’s criteria and preferred platforms.
Instead, we have looked at areas for you to investigate and at underlying policy.
3.1 TECHNOLOGY POLICY

All organisations should have a comprehensive technology policy that sets standards on how
employees use equipment, software applications and the use of social media. Onboarding
activity starts before the person’s first day of employment. The technology policy or
relevant extracts must therefore be shared with the recruit as soon as the organisation
enters dialogue with them.
Policies will vary according to the expected use of technology and the organisation’s priorities.
It is likely, however, to include:
a. Security
This may include the use of employee’s own or the organisation’s equipment. But
will almost certainly cover; access, passwords, permissions, ant-virus and firewall
installations, data storage, system security and confidentiality.
b. Internet access rules
This may limit the type or frequency of websites that people can access during
worktime or control downloads.
c. Use of social media
There may be restrictions on the use of social media during working hours.
Typically, policies also prohibit personal usage outside work that damages the
organisation’s reputation, either directly or by association, and which may result
in potential disciplinary action.
d. Monitoring
This is explored further below, but if employees’ activities will be monitored this
must be clear in the policy and ideally in their contracts of employment.
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e. Support Services
Who to go to for IT support will generally be a procedural matter but as a matter
of policy it is reasonable to restrict the provision of support to an in-house team
or the organisation’s chosen service provider. Policy may also include issues around
upgrades and disaster recovery, or business continuity arrangements.
3.2 MONITORING ACTIVITIES

Organisations must tell their employees if their use of IT based systems will be monitored.
Monitoring will fall into two main areas. Operational systems may generate reports on
employee activities related to performance targets, such as contacts with customers. This
may be considered as standard management information that helps advise on an employee’s
performance. Or, it is also legally permissible for employers to monitor the use of e-based
communication systems, (content of e-mails, social media, etc) and their access to the
individual websites. To do so, employers must:
• Have clear policies which are explicit on what is monitored and why.
• Have notified employees that monitoring will be undertaken. We would
advise that this is contained in contracts of employment but at minimum
communicated to each person.
• Only collect or use personal information that is adequate, relevant, and not
excessive, in accordance with the Data Protection Act.
Where the intention to monitor is not included in contracts of employment, relevant

information must be given to the employee on their first day of service and a record made
of receipt. It is also worth noting that in explicit circumstances it is possible for employers
to undertake covert surveillance but only in accordance with the Regulation of Investigatory
Powers Act (RIPA)4. You are advised to seek legal advice before pursuing.
3.3 ONBOARDING SOFTWARE

Some recruitment systems include modules that extend to onboarding activities. Others use
software explicitly designed for onboarding. Benefits are various and include consistency
in the quality and in the content of information provided; the ability to track the recruits’
engagement with the organisation and their submission of required details (copies of
qualifications, etc.); providing a focus for cross organisation learning and development
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activities, (for example, health and safety); a way to create dialogue with and between new
employees. The criteria for an effective onboarding solution will vary according to the
priorities of the organisation, but characteristics may include:
• Remote access, essential for a virtual workforce.

• Integration with other organisational systems, for example, so records captured at
onboarding can be transferred and retained.
• Multi-media capability, video/audio usage is a must.
• Robust analytics, to track progress.
• Feedback mechanisms, allowing people to raise questions as well as including
survey functionality.
3.4 GAMIFICATION
Gamification may be part of an onboarding system or standalone software. In training, it
applies gaming designs to learning sessions, making them more engaging and entertaining.
It is ideally suited to a remote environment. (Gamification training can also be linked to
performance management, with ‘rewards’, challenges and leader boards used to encourage
competition and increased productivity). Its intention is to replace often dry but necessary
learning with interactive exercises that can simulate real life situation and are at their
heart, fun. In more traditional training, people are ‘marked’ at the end of training, with
gamification people are either given feedback as they participate or only progress when
they achieve defined milestones. This enables people to progress according to their different
knowledge and skills rather than forcing people to move at the same pace. The application
of gamification is diverse, and examples may include: organisational compliance (risk
management or account management); customer contact (dealing with difficult callers);
operation of plant, (introduction to location and its features). Whilst much is intended for
the sole user, some games may be team-based encouraging collaborative working.
Figure 3 Headphones and Laptop for Remote Working
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3.5 TOOLS FOR THE JOB

IT is the lifeline for the remote worker. By their first day of employment arrangements must
be made to provide any hardware and give access to organisational systems and software.
Arrangements will vary according to organisations and jobs but may include the issue of a
company laptop and a mobile phone.
Users need to be added to systems and passwords issued to enable the person access. Support
should be readily available where people have problems. Difficulties will happen and any
positive work to present a caring organisation will be lost if people are left to flounder and
unable to take basic steps in starting their new job.
Where the new employee is expected to use their own pc, operating systems or web browsers,
you should advise on the specification / version requirements, providing step by step guidance
on how to check versions as well as what steps to take where amendments are required.
Similarly, where video software will be a part of the day-to-day activities, (Microsoft Teams,
Google hangouts, Zoom etc.) be clear whether these will be paid for and licensed by the
organisation or provided via the employee’s own software suite.
Potentially, the organisation may have a bespoke app for download on mobile devices,
or it may recommend or insist on access to specific apps. If these are needed from day
one, communicate with the employee and check for any problems. Ensure the employee
understands limitations to usage, pointing them to the organisational IT policy described
at the start of this chapter.
3.6 TIME TO REFLECT

• In terms of technology, what do you need to put in place before a remote
employee starts work?
• What advice would you give to a manager wishing to introduce monitoring of
employees’ internet accounts?
• Which jobs in your organisation would benefit from gamification training and
what types of topics would you cover?
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VIRTUAL ONBOARDING Before the First Day
4 BEFORE THE FIRST DAY
Introduction
The purposes of onboarding will be similar for all new recruits but may be nuanced for
different jobs. For example, the needs of apprentices entering employment are different
from those joining as senior managers and the emphasis within an onboarding program will
shift accordingly. This chapter looks at drawing up an onboarding program and typical core
activities that may need to be undertaken as a minimum. Whilst noted in the appropriate
sections below, where reference is made to externally set demands, such as checking the
right to work in the UK, regulations are subject to change and references are provided so
that readers can look up the latest advice.
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4.1 HAVE A PLAN

Considering the areas discussed in chapters 1 and 2 draw up a plan. What do you intend
to achieve by the onboarding program? Who needs to be involved? What activities should
take place pre-employment? What must the recruit do within the first day, week, month,
etc.? Make it organisation specific but it is worth checking out what others do, for example
ACAS offer an induction checklist of practical things to consider, (ACAS Job Induction
Checklist Template)5.
Include line managers, as described below, and share the plan with all those involved.
Have clarity whether a single approach can be applied for all new hires or whether there
are different needs. These may be the demands of those entering the workforce compared
with a seasoned professional; service specific, such as those involved in care; or geographical,
for example employee travel arrangements may differ if city based or rural. Do not ignore
those moving between jobs within an organisation; in HR speak sometimes referred to as
‘cross-boarding’.
4.2 EMPLOYMENT READINESS

On the assumption that onboarding begins once references have been taken, health declarations
have been cleared and a formal offer has been made, there are common activities necessary to
get a recruit ready for employment. Where the recruit must sign any documents associated
with these activities consider arrangements in a virtual environment.
Electronic signatures have had legal status in the UK since the Electronic Communications
Act 2000. There are many forms: typed, scanned, electronic signature of a handwritten
signature, more advanced digital software for example a fingerprint scan. Organisations
tend to use electronic solutions across their services, such as procurement or legal, rather
than be HR based. Whatever is chosen, the signature should be identifiably linked to the
signatory, the signatory should have sole control of any code / key, and any accompanying
documents must be formatted so that they cannot be changed.
Pre-employment activities and their associated documents may include the following:
a. Contract of Employment. From day one of employment, new employees

and workers are entitled to a written statement of terms and conditions
(the principal statement). Informally, people tend to refer to as the contract
of employment and it is good practice to agree before the first day of
employment. The minimum information to be included is set down in law, and
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sites such as Gov.UK provide excellent information, (Employment Contracts

Gov.UK)6. The minimum information includes the job title or description of
the work, and whilst it is not a legal requirement to provide a detailed job
description it is good practice to do so. Just make sure that it is up to date.
As well as the information in the principal statement, employers can expand
on the detail in separate documents, on their intranet or through an Employee
Handbook. This is considered further in chapter 5.
b. Rights to Work in the UK. This is a legal requirement with tough sanctions
if employers do not comply. You are strongly advised to check the most up to
date information contained on government websites and publications such as
‘An Employer’s Guide to Right to Work Checks’ (Home Office 17th December
2020)7, noting that post Brexit this may be a changing situation. In summary,
organisations must conduct a right to work check before employing the person
to ensure that they are permitted to do the work in question. There is specific
documentation to be checked, dependent on whether the person has permanent
rights (List A) or temporary rights (List B) to work in the UK. Those checks
made under List B are time limited and must be followed up. How checks
must be undertaken is described. Whilst temporary arrangements apply in the
Covid pandemic, only original documents are acceptable. Checks must be made
in the presence of the person, (either physically present, or via a video call), to
check the validity of the person’s photo identification. Copies need to be made
of appropriate documents, with dates recorded and notation added as per the
statutory guidance. Online checks can also to be pursued where the person has
certain immigration status as set out in the guidance. You must conduct right
to work checks on all potential employees, treating all potential employees in
the same way and not discriminate based on assumed migration status.
c. Qualifications. Whilst some employers check the validity of qualifications at

recruitment stage, often people seek proof of attainment at onboarding stage.
As well as the qualifications that the employee determines as the best fit for the
job, some are legal requirements such as a driving licence for those needing to
drive as part of work duties and others may be proscribed by their profession;
for example, GPs must be registered with the General Medical Council.
Wherever possible original documentation should be scrutinised and separate
verification pursued if unclear or where there are any doubts documents may
have been tampered with.
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d. Disclosure and Barring Service (DBS) checks. Again, some recruiters

pursue basic DBS checks at an early stage, but typically this falls within pre-
employment onboarding. There are four types of checks:
• A basic check, which shows unspent convictions and conditional cautions.

People can request a check on themselves.
• A standard check, which shows spent and unspent convictions, cautions,
reprimands and final warnings.
• An enhanced check, which shows the same as a standard check plus any
information held by local police that is considered relevant to the role.
• An enhanced check with barred lists, which shows the same as an enhanced
check plus whether the applicant is on the list of people barred from doing
the role.
Standard and enhanced checks can only be requested by ‘responsible

organisations’ registered with DBS to process checks and fulfilling defined criteria.
In addition to those involved in safeguarding roles (teachers, carers, social workers
etc.), some jobs in finance, law and security require standard or enhanced checks
according to the specific nature of the role. The time taken to secure standard and
enhanced checks will vary and should be clear via DBS process, but it is likely
to be some weeks not days.
4.3 ORGANISATIONAL HOUSEKEEPING

Dependent on the size and complexity of the organisation, take early steps to ensure that IT
and equipment needs are being met. No-one wants to delay the start date of a virtual worker
because they do not have access to systems! Where the person needs access to other ‘tools’,
for example use of a leased car, arrangements to be put in place in time for their start date.
When appropriate add the recruit to organisational directories, training arrangements,

security systems and so on. As directed by the person’s line manager, arrange for them to
receive staff updates and information immediately prior to their start date, to begin to create
a sense of attachment to the organisation.
25
4.4 MANAGER’S INPUT

As previously described, one of the characteristics of onboarding is building a relationship
with the recruit so that they rapidly feel part of a team and are engaged with the organisation.
The person’s new line manager plays a key role.
Figure 4 – Manager Making Phone Call
Within the onboarding program be clear what activities will be pursued by HR and what
needs to be dealt with by the manager. Whilst this may depend on the size and complexity
of an organisation, the manager may often be able to take a more informal approach
leaving HR to pursue rights to work checks and the like. Before the person’s first day, their
managers should:
• Have clarity what the person needs to know before they start, about the job
itself or service specific information. This may be core organisational standards so
the person can play an active role from day one. Or everyday issues which can
cause anxiety, such as how to address people, dress standards, starting time on
the first day and thereafter. Decide who is going to provide the information and
check its delivery.
• Know how performance management will roll out. Decide when and if a
workplan needs to be written. Be clear what they expect the employee to achieve
week 1, month 1, etc. and put aside sufficient time in the diary to manage.
• Liaise with training services, where online activities need to be booked in advance.
26
• Prepare other team members for their new colleague and arrange for virtual
introductions once they start or soon thereafter.
• Identify a work ‘buddy’ or welcoming colleague who will be available online to
answer questions or just provide appropriate background to the organisation on
‘what it is like to work here’.
• Where appropriate, notify senior managers or other work colleagues of the new
employee. Planning for the person to meet appropriate people or be involved in
inter-section meetings (etc.).
• Reach out to the recruit.
The methods to reach out to the recruit may reflect the organisation’s culture. For some
communication by e-mail, using a template to cover all content, may fit the employer brand.
Others may prefer to supplement with texts or phone calls. The content of contacts will
vary but ideally should congratulate the person on their appointment, check that progress is
being made towards a start date and as that approaches the person has access to IT systems
so that they can connect with the organisation. Managers may not confirm the start date
to the person, often the responsibility of HR, but must be involved in determining and
either be available at the given date and time or have allocated responsibility to someone
to ‘meet and greet’ the new colleague virtually.
4.5 TIME TO REFLECT

• What are the benefits of planning the onboarding program?
• Does future employment as a virtual worker make the onboarding process easier
or more difficult? What obstacles may need to be overcome?
• Thinking about your own organisation what is the split of onboarding activities
between HR and line managers? Does this feel right?
27
VIRTUAL ONBOARDING First Day and Beyond
5 FIRST DAY AND BEYOND
Introduction
Who are you? Probably the last thing a recruit wants to hear from their new manager on
their first day of employment. Embarrassing, when someone attends in person but potentially
relationship ending for the virtual worker who is left to flounder alone. Hopefully, if your
organisation has taken the steps set out so far in this e-book such situations will not occur.
Getting it right on the first day and beyond are the final pieces of the onboarding jigsaw
to transition the person to their job and to the organisation.
5.1 PHASED APPROACH

As covered in this chapter, for people new to an organisation, (rather than the job), there is
a lot of legal and procedural requirements, demanding form filling and information sharing
with the employee. Some activities must be completed in the first day or week. Other
aspects can be rolled out over the first week or months. Each organisation should draw up
a program based on a phased approach reflecting the activities that are described below as;
procedural, orientation, socialisation, and performance, and adjust timings to reflect the
requirements of the job. However, as far as practical:
• Avoid ‘content dumping’, people should not be overwhelmed by a mass of

information on their first day. Keep it relevant and simple.
• Keep it interesting. Most people’s boredom threshold will be crossed if they are
simply given a stack of policies to read during the first day or week.
• Get people working on the practical tasks of the job early in the program.
• Recognise people’s anxiety and their need to make connections. Generally, the
recruit is joining a team of strangers. Where online contacts have been started
pre-employment, maintain the good work and ensure that familiar faces are
online to meet and greet or at minimum to be available via social media.
• Provide reference material in a way that is easily accessible and allows
questions to be raised. Old paper-based induction packs need to be replaced
by online resources, through an induction app, flagged intranet pages or other
e-based materials.
• Check and re-check their understanding of key issues.
28
5.2 LEGAL AND PROCEDURAL REQUIREMENTS

Employers have statutory obligations around pensions, notification to HMRC for tax
purposes, and health and safety. Information sharing should begin on the person’s first day
of employment or as soon as practically possible thereafter.
a. Pensions
Every employer has a duty to put eligible staff into a workplace pension and to
make financial contributions to the pension. This duty applies from the person’s first
date of employment and is known as ‘auto enrolment’. Eligibility depends on the
person’s age and earnings, though most people will meet the eligibility threshold.
Staff can decide to join or opt out of a pension scheme. A useful description of
employer responsibilities is given on the Pensions Regulator website8.
b. Payroll, Tax and Student Loans

The new employee must provide a P45 from their last employer. The old employer
submits the P45 information to HMRC electronically and gives an electronic or
paper copy to the departing employee. You must obtain from the new employee
a copy of the electronic notification, or original if paper, to input the data into
the payroll system and to notify HMRC. Where the person does not have a P45
they must be asked to fill out HMRC’s new starter checklist. This is an online
form. Information on the P45 or submitted via the online starter checklist will also
identify whether the person has an outstanding student loan or post graduate loan
so that, if applicable, deduction may be made. Further information is contained
on Gov.uk website.9
c. Health and Safety

Employers must ensure that the risks associated with using display screen equipment
(DSE) are managed. The starting point is to undertake a workstation assessment,
including those working at home. Practically, this is likely to mean providing
advice to employees to complete their own. There are templates to help people
complete and to identify associated equipment needs, such as an adjustable chair
or a footrest. The Health and Safety Executive (HSE) provides a useful example,
(Display Screen Equipment (DSE) Workstation Checklist10). Employers must ensure
that the assessment is completed and act upon its findings. In addition, employer
led health and safety training is likely to address at minimum:
• Advice on practical steps to avoid muscular skeletal problems associated with

lengthy use of computer equipment. Such as: breaking up long spells of
screen-based work, getting up and moving, regularly changing position, etc.
29
• Ways to promote good mental health, noting the specific demands created
by remote working, and ways to access support.
• If applicable to the role, special measures related to travel and lone working
outside the home.
• Ways to report any accidents that are caused by equipment provided by the
employer. It should be noted that, as the employee has control over their
home environment, they have a significant duty to look after their own
safety, but the employer would be expected to give them the tools and skills
to do so and to maintain the appropriate equipment to carry out the work.
If there was an accident, generally, the employer would only be responsible if
it was due to their negligence.
d. Policy and Procedures

As explained in the previous chapter, it is reasonable to supplement information
contained in the employment contract with access to more detailed policy and
procedures. What procedures to share and when will depend on the organisation
and the job but typically include as a starting point:
• Discipline, grievances, harassment and bullying.

• Absences; booking holidays, sickness reporting, special leave.
• Performance management, standards of conduct and confidentiality
• Parental leave and arrangements for carers.
• Standards and regulation applicable to the specific job, in particular
“safeguarding” for those in caring roles.
• Data protection (GDPR) and other IT oriented policies.
Think about how people access, typically through intranet access rather than
electronic copies, and whether there needs to be a record of when the person
read. Some key procedural issues, as well as health and safety training noted above
lend themselves well to online courses and gamification touched on in chapter 3.
Where applicable to your organisation and within the boundaries of personal

confidentiality, share information on the recruit to recognised trade union or
consultative groups. Alternatively, provide the person the relevant details and how
their services operate in a virtual environment so they can contact as they decide.
30
5.3 ORIENTATION
This is the process of introducing the person to the organisation and how their new job fits
into the business. At minimum people need to know ‘who’s who’, both within their team/
department and ideally within the broader organisation. This may be through structure
charts, and preferably, for remote workers, include job holder photos. People based outside
the workplace do not have the same opportunity as their workplace colleagues to have casual
sight of senior managers or occasional contacts and it is good to put a face to a name.
Accept that people’s prior knowledge of the organisation may be limited or restricted to their
new work area. Give context by providing the history of the organisation, as well as clarity
on what other areas of the organisation do and their business products, where applicable.
Share information on organisation vision / strategy and its values. These are areas that are
often delivered by Executive Team members. Remote working makes such arrangements
relatively straightforward. Potentially, a presentation could be recorded to be viewed as
people join and at a time that suits them. Or if there are enough people commencing at
the same time, it may be possible to arrange video conferencing with the opportunity for
a virtual question and answer session.
Managers should begin a discussion, continued in performance management as described

below, on how the person’s new job will contribute to achievement of organisational aims.
Orientation will begin in the first week but is likely to continue for many weeks and
potentially months as people become more confident and start to have their own questions,
it is therefore important to be open and flexible.
5.4 SOCIALISATION
Prior to the first day, in line with good onboarding practice, the manager / new employee
relationship should have begun before people start work. There are, however, multiple types
of work relationships beyond the manager and their direct report. These include those
with; team members with whom people accomplish work with; work friends providing
mutual support; colleagues outside the immediate team and often a source of advice and
information; as well as more formal roles such as mentors / mentees or coaches. Obviously,
these roles may overlap. Creating opportunities for these relationships to develop in a virtual
environment needs thought.
Ideally the manager will identify a ‘work buddy’ or contact point to virtually meet and
greet the recruit on their first day and to be a point of information and help in the first
few days. Involve the new person in staff meetings and introduce social activities at an
early stage. Social activities will vary according to the job, organisation and potentially the
profile of the team. But could include virtual team lunches, quizzes, signing people up for
31
team fitness challenges etc. It is however important to be mindful of different profiles and
personal preferences, not everyone wants to join the company book club, but they still
retain a need for social contact. One of the great benefits of on-site workplaces and team
working is contact with people of different: ages, genders, ethnic origin, sexual preferences,
those with different disabilities and caring responsibilities; essentially people who are not
necessarily ‘like us’. Ensure that whatever arrangements are in place do not simply replicate
the profile, norms and interests of the core group and be as mindful of the shy introvert
as the recruit who takes over the first meeting. Adjust and adopt different styles to engage
with people’s different social needs.
5.5 PERFORMANCE MANAGEMENT

Performance management discussions should begin with the recruit during the first week but
will continue into their initial months of employment, before moving to the organisation’s
regular cycle. Initial workplans drawn up in the first weeks or months are likely to be
reviewed later but provide essential clarity on what people are expected to do, targets to
achieve and training required to help enable their success. Whilst content may be more
job specific, similar performance management activities to those described below will also
apply to those changing jobs within the organisation. During this period, managers should:
• Set aside time to hold more frequent virtual discussions with the person than
would normally be scheduled, including how the person’s input will contribute
to the success of the team and of the organisation.
• Not expect the person to be able to write their workplan day 1, but to work
with them to set out initial duties and tasks with fuller workplans developed as
people become familiar with the job and their surroundings.
• Discuss individual training needs as well as any mandatory training required by
the organisation. Book online training or if onsite training is essential agree with
the employee on attendance.
• Be clear how performance will be judged, the mechanisms used to do this and
potential outcomes for poor performance or where people excel.
• Actively address areas of concern with the person’s conduct, attendance or
approach whilst seeking input from them on causes and ways to correct. There
may be multiple reasons why the person is struggling but problems left at
this stage may shape the person’s long-term employment and potentially their
engagement with the organisation.
32
The quality of performance management in this initial period will do much to enhance the
person’s continued effectiveness and as such is a worthwhile investment in supporting them
to become a long term and valued member of staff.
5.6 TIME TO REFLECT

• What policies and procedures do you share with recruits to your organisation?
Are these available on the first day or are communications staggered?
• How do you introduce an employee working virtually to the social life of the
team? Are there any risks to your approach?
• How would onboarding activities change after the first day for those changing
jobs compared to those new to the organisation?
33
VIRTUAL ONBOARDING Reviews and Updating
6 REVIEWS AND UPDATING
Introduction
Having pulled together a comprehensive onboarding program there is a tendency to consider
it as job done. The content and methods of delivery should, however, be continually
reviewed. You should not only reflect organisational changes but test whether it is delivering
on its goals across different jobs, as well as, in different locations and functions. As we will
explore in this chapter, the use of IT systems employed in virtual onboarding, provide good
opportunities to collect data and employee feedback relevant in gauging the program’s success.
6.1 ASSESSMENT OF GOALS

In chapter 2, we looked at the likely goals of an onboarding program. These are your starting
points when determining its success. Recognise that effective onboarding arrangements
may be only one contributor to a goal, such as reducing turnover. The more data that you
collect will help validate views on onboarding’s effectiveness. Other goals are relatively easy
to evaluate, for example complying with legal requirements. Auditing the program can show
whether checks to work in the UK were undertaken, health and safety risks assessments
completed, etc. When assessing the achievement of goals, use hard data, (turnover statistics,
absence levels), as well as subjective information drawn from employee survey data and
managers’ feedback.
The goal being assessed will influence when to consider, for example, impact on productivity
compared to getting feedback on whether measures help the recruit feel welcome. At
minimum, take time to regularly review and look at the effectiveness of onboarding when
there are significant internal changes, for example reorganisation of services or external
influences such as the Covid crisis that increased instances of virtual working and the
demands for onboarding.
34
6.2 SCOPE AND METHODS

As touched on above, draw information from:
• IT systems that can show hits on web pages and use of interactive tools,
for example where gamification is employed. Where practical, link with
individuals and try to understand what information people access at different
stages of onboarding, including pre-employment, and whether this fits the
organisation’s intentions. For example, if people are only accessing organisational
confidentiality rules week 10 of employment - there is a potential problem!
Where used, the results of on-line tests, quizzes, (etc.) provide information about
take up as well as the quality of learning.
• Use, albeit with caution as other influences may be in play, organisational
statistics on sickness absence, length of service, and where available indicators of
productivity.
• Pulse surveys with recruits at different stages of onboarding. These are
particularly useful as questions are specifically linked to the onboarding
experience, are short and retain engagement with the individual.
• Focus groups or phone interviews with those experiencing onboarding and their
managers.
• More detailed surveys on the onboarding experience or questions about
onboarding in general staff surveys. The latter is useful for judging the long-term
impact but those replying may have been in employment for many years therefore
their experience may lack relevance to current arrangements or ways of working.
• Exit interviews with staff who leave within the first 12 months of employment.
Where the person does not participate in an exit interview, a questionnaire can give
consistent information, although it is difficult to explore any issues raised in depth.
Figure 5 – Exit Interview
35
Whether used in interviews or through surveys, ten potential areas to ask the recruit are
given below. These will obviously vary according to the program and can also be adapted
to ask the person’s manager about the success of onboarding.
1. Before starting my job, I was made to feel part of the organisation.

2. Before starting my job, my manager explained the organisation’s values and vision.
3. Day one was well organised.
4. At starting, I had IT access and the equipment I needed to do my job.
5. Within the first week, I could access relevant policy and information.
6. The team has made me feel very welcome.
7. Within the first week I felt familiar with the organisation and my key contacts.
8. During the first month, I knew how to access training to do my job.
9. My manager has met with me regularly and formally reviewed my progress.
10. This organisation values new staff.
To assist analysis, particularly where there are large numbers of potential respondents, we
would recommend that people grade their response on a 1-5 scale from totally disagree to
totally agree.
6.3 UPDATING THE PROGRAM

In some instances, there is no choice but to change the program quickly, for example if
there are new legislative demands on an employer. In most cases, however, changes will be
an outcome of the assessment activity described above or a general updating of content. Not
doing can send adverse messages about the organisation if content is out of date requiring
supplementary explanations. In a virtual environment changes can often be made quickly
and the value of the program enhanced by involving those who have recently experienced
the onboarding activity.
We hope that we have shown that getting virtual onboarding right not only benefits the
recruit but helps build the strength of an organisation.
6.4 TIME TO REFLECT

• How frequently do you review onboarding activity in your organisation? If you
are not involved, how often should this be done?
• What information can IT systems provide about onboarding?
• What are some of the key questions you would ask in an exit interview about
onboarding?
36
VIRTUAL ONBOARDING References and Further Help
REFERENCES AND FURTHER HELP

There follows a list of materials that we have quoted in the book and which give useful information when
considering the topic.
1
Employer Brand Jill Seymour and Bernard Nawrat (second draft 2020) https://bookboon.com/en/em-
ployer-brand-ebook
2
Analysis of Job Changers and Stayers, Office for National Statistics (ONS) Release date 29th April 2019.
3
Information Commissioner’s Office (ICO), Data Protection Some Basic Concepts, (accessed December
2020) Some basic concepts | ICO
4
Guidance on Regulation of Investigatory Powers Act 2000 (RIPA) Regulation of Investigatory Powers Act
2000 (RIPA) - GOV.UK (www.gov.uk). (Gov UK) Accessed December 2020.
5
ACAS Job Induction Checklist Template Checklist for induction of new staff | Acas Accessed January 2021.
6
Employment Contracts, Gov.UK (Employment contracts: Contract terms - GOV.UK (www.gov.uk))
Accessed January 2021.
7
Home Office An Employer’s Guide to Right to Work Checks. An Employer’s guide to Right to Work
checks (publishing.service.gov.uk). Accessed January 2021
8
The Pensions Regulator Employer Duties Automatic Enrolment Employers | The Pensions Regulator.
Accessed January 2021.
9
Tell HMRC about a new employee. Gov Uk. www.Govuk/New-employee/check-status . Accessed Janu-
ary 2021
10
Health and Safety Executive (HSE) Display screen equipment (DSE) workstation checklist, ck1.pdf (hse.
gov.uk). Accessed January 2021.
37
VIRTUAL ONBOARDING Table of Figures
TABLE OF FIGURES
Figure 1 – New employee 11
Figure 2 – Person Participating in Video Conferencing 16
Figure 3 – Headphones and Laptop for Remote Working 21
Figure 4 – Manager Making Phone Call 26
Figure 5 – Exit Interview 35
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Virtual Onboarding

Jill Seymour & Bernard Nawrat

1 Definitions and Scope 8

2 Goals and Participants 13

3 Tools and Technology 18

4 Before the First Day 22

5 First Day and Beyond 28

6 Reviews and Updating 34

References and Further Help 37

ABOUT THE AUTHORS

Bernard Nawrat and Jill Seymour

Website www.nawratseymourhr.com – please read our blogs on the comments page.

Previous Bookboon publications

• Organising Yourself and Your Remote Teams

1 DEFINITIONS AND SCOPE

1.1 DEFINITION OF ONBOARDING

• Delivery over a period, anywhere from a few weeks to a year.

1.2 ONBOARDING V INDUCTION

1.3 SETTING THE SCENE THROUGH GOOD RECRUITMENT

• Trustworthy portrayal of the job and of the working arrangements. There is

Seeing recruitment activity and onboarding as a continuum helps to ensure alignment.

1.4 TARGET AUDIENCE

Figure 1 - New employee

1.5 TIME TO REFLECT

2 GOALS AND PARTICIPANTS

a. To reduce turnover and associated costs. Recruitment is expensive, ranging

e. Encourage teamwork. This goes beyond introducing people to their new

• Developing the induction policy and programs. Whilst HR do not need to be

2.3 MANAGER AND TEAM INPUT

Figure 2 Person Participating in Video Conferencing

2.4 OTHER SERVICES AND STAKEHOLDERS

2.5 INDIVIDUAL V GROUP EMPLOYMENT

2.6 TIME TO REFLECT

3 TOOLS AND TECHNOLOGY

3.1 TECHNOLOGY POLICY

3.2 MONITORING ACTIVITIES

Where the intention to monitor is not included in contracts of employment, relevant

3.3 ONBOARDING SOFTWARE

• Remote access, essential for a virtual workforce.

Figure 3 Headphones and Laptop for Remote Working

3.5 TOOLS FOR THE JOB

3.6 TIME TO REFLECT

4 BEFORE THE FIRST DAY

4.1 HAVE A PLAN

4.2 EMPLOYMENT READINESS

a. Contract of Employment. From day one of employment, new employees

sites such as Gov.UK provide excellent information, (Employment Contracts

c. Qualifications. Whilst some employers check the validity of qualifications at

d. Disclosure and Barring Service (DBS) checks. Again, some recruiters

• A basic check, which shows unspent convictions and conditional cautions.

Standard and enhanced checks can only be requested by ‘responsible

4.3 ORGANISATIONAL HOUSEKEEPING

When appropriate add the recruit to organisational directories, training arrangements,

4.4 MANAGER’S INPUT

Figure 4 – Manager Making Phone Call

4.5 TIME TO REFLECT

5 FIRST DAY AND BEYOND

5.1 PHASED APPROACH

• Avoid ‘content dumping’, people should not be overwhelmed by a mass of

5.2 LEGAL AND PROCEDURAL REQUIREMENTS

b. Payroll, Tax and Student Loans

c. Health and Safety

• Advice on practical steps to avoid muscular skeletal problems associated with

d. Policy and Procedures