Description
Background
The trend to return to office mandates persists despite growing evidence that it leads to increased fluctuation especially among senior employees and females, decreased attractivity as employer and shrinking job satisfaction (Ding & Ma, 2024; Flynn et al., 2024; Van Dijcke et al., 2024). We argue that one piece of the puzzle is that managers fear that working remotely hampers the integration of new employees. Therefore, by examining the factors that help and hinder the organizational socialization (OS) in remote working environments, we want to show what is needed to successfully integrate newcomers in full remote or hybrid work regimes. Several studies analyzed virtual onboarding during the enforced remote work because of Covid-19. They identified challenges perceived by the newcomers and provided suggestions on how to overcome these (Chue et al., 2024; Franken et al., 2022; Haave et al., 2023; Petrilli et al., 2022; Rodeghero et al., 2021; Woo et al., 2022). We want to contribute to the virtual OS research by investigating newcomers in remote work environment that are designed remote-first in contrast to the ad hoc onboarding experience during the pandemic. Additionally, we are including the perspectives of supervisors, HR-managers and co-workers on remote onboarding to capture a broader picture of the dynamics during virtual OS.
Objectives
This study explores the dynamics and success factors of onboarding in a virtual work environment. The study poses three specific questions: What challenges and job demands are experienced when socializing in a virtual working environment? What personal, social, and organizational resources are perceived as helpful during virtual organizational socialization? How can work design (i.e., job crafting, task interdependence) and distinct socialization tactics contribute to virtual onboarding success?
Method
Based on socialization resource theory we use a qualitative research approach. Semi-structured in-depth interviews were conducted with 25 organizational newcomers, supervisors, HR-managers and co-workers. Sampling aimed at covering a broad range of newcomer experiences. We included various age groups, occupations, companies, and nationalities. We chose a multilevel approach by examining the organizational, team, and individual level and thereby recognizing the dynamic relationships between individuals, technology, organizational culture, teams, and organizational processes within the remote setting. That way, we are able to uncover the underlying mechanisms and patterns that contribute to effective newcomer adjustment through virtual socialization processes. Following the inductive approach of grounded theory (Corbin & Strauss, 1990; Gioia et al., 2012), we applied an iterative mode of analysis going back and forth between the transcripts and the literature. Using the MAXQDA Software, we coded the transcripts and clustered the interview codes into themes.
Key findings
Our data identified personal resources and behaviors that have shown beneficial during remote onboarding. Hereby newcomer proactivity is highlighted by all stakeholders as being even more essential for socialization when working remotely. Concerning relational resources, providing formal assistance through a buddy or mentor showed to be an important resource during remote socialization. Additionally, supervisor and co-worker support were described as essential resources for organizational newcomers. Regular one on one check-ins by the supervisors as well as the provision of a schedule for videoconferences to meet co-workers during organizational helped the newcomers to adjust. Additionally, virtual as well as in-person events contributed to relationship-building among the newcomers. Along with the literature, organizational resources providing a structured onboarding experience is also helpful when socializing remotely. The provision of digital repositories, E-learnings and transparent communication tools were perceived as helpful.
Contributions and relevance to the theme
Our paper contributes to the conference theme "Innovative HR Strategies for Workforce Resilience and Sustainable Development", specifically the sub-theme 2 by showing how organizations can adapt their on-boarding processes to virtual and digitized environments. In doing so, employee engagement as well as intent to remain will be positively affected which contributes to a sustainable workforce development.
