Onboarding is the point at which a good hire either settles in or begins to drift. For remote employees, the stakes are higher, because there is no office, no corridor conversation and no casual introduction to colleagues. Everything that would happen naturally in person must be arranged deliberately. This checklist covers what to do before the start date, in the first week and across the first ninety days.
Before the start date
Confirm the contract, role, reporting line and start date in writing
Arrange equipment, software access and accounts so that they are ready on day one
Send a welcome message from the manager and a short guide to how the team works
Share the first-week schedule, including who the new colleague will meet
Appoint a buddy who can answer everyday questions
Confirm payroll, tax and data security arrangements with the relevant advisers
Week one
Begin with a video call between the manager and the new colleague, camera on, to set the tone
Walk through the tools, channels and routines the team uses
Introduce the new colleague to the team, with a short note about each person's role
Set out the objectives for the first thirty, sixty and ninety days
Schedule daily check-ins for the first week, so that questions do not accumulate
Make sure the new colleague has completed a first small, achievable task by the end of the week
Days eight to thirty
Move to a regular rhythm of one-to-one meetings
Provide frequent, specific feedback, because the new colleague cannot read the room
Encourage introductions beyond the immediate team
Check that the equipment and working environment suit the role
Ask directly how the new colleague is finding the experience, and act on what you hear
Days thirty-one to ninety
Review progress against the objectives agreed at the start
Increase the scope of responsibility as confidence grows
Include the new colleague in team discussions and decisions
Encourage a short project with a colleague, to build working relationships
Hold a formal review at ninety days and agree development priorities
A checklist for managers
Have I made expectations explicit, including hours, availability and communication norms?
Does the new colleague know who to ask for help on each type of question?
Am I giving feedback often enough?
Have I made time for informal conversation as well as task discussion?
Am I managing by outcomes rather than by visibility?
Common mistakes
Treating remote onboarding as a shorter version of office onboarding
Leaving the new colleague to work out the team's unwritten rules
Relying on written instructions without any personal contact
Reducing contact once the first week is over
Overlooking isolation, which is a real risk for remote employees
Choosing people who onboard well
Onboarding is easier when the right person has been hired. Candidates who communicate clearly, manage themselves well and build relationships at a distance settle quickly. Assessing for remote readiness during the recruitment process, rather than after the offer, improves the odds from the start.
How SET Consulting helps you build remote teams
SET Consulting helps businesses build remote teams that are productive, connected and scalable. We help you define your needs, access talent through our extensive network, assess candidates for fit and impact, present a shortlist of high-calibre candidates aligned to your goals and culture, and support the team structure and setting for sustained performance.
Frequently asked questions
How long should remote onboarding take?
The core plan usually runs for ninety days, but support, feedback and review should continue beyond that period.
What is the most important part of remote onboarding?
Clear expectations and frequent personal contact in the first weeks. Both replace what happens naturally in an office.
Should a remote employee have a buddy?
Yes. A buddy gives the new colleague an easy way to ask everyday questions and makes the team feel more approachable.
Can SET Consulting help with remote hiring?
Yes. We help clients define their needs, access talent, assess candidates for remote readiness and build teams that perform.
Read more about our work in this sector.